Top Management Team Cohesion and Superior Industry Returns

Michalisin, Michael D.; Karau, Steven J.; Tangpong, Charnchai

doi:10.1177/1059601103251687

Cited by 63 publications

(57 citation statements)

References 35 publications

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“…From this viewpoint, decision quality will be higher when groups are more homogenous (Jehn & Mannix, 2001). Similarity can also contribute to team cohesion, which is positively linked to performance (Michel & Hambrick, 1992) and has been identified as a strategic asset (Michalisin, Karau, & Tangpong, 2004). Hence, there is a trade-off between the information-decision-making and the similarity-attraction perspectives.…”

Section: Theoretical Approaches To Tmt Diversitymentioning

confidence: 99%

Top Management Team Diversity

Homberg

Bui

2013

Group & Organization Management

121

111

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Empirical research investigating the impact of top management team (TMT) diversity on executives' decision making has produced inconclusive results. To synthesize and aggregate the results on the diversity-performance link, a meta-regression analysis (MRA) is conducted. It integrates more than 200 estimates from 53 empirical studies investigating TMT diversity and its impact on the quality of executives' decision making as reflected in corporate performance. The analysis contributes to the literature by theoretically discussing and empirically examining the effects of TMT diversity on corporate performance. Our results do not show a link between TMT diversity and performance but provide evidence for publication bias. Thus, the findings raise doubts on the impact of TMT diversity on performance.Keywords top management team, diversity, meta-regression analysis, performance TMT Diversity and the Performance LinkThere has been a surge of interest in top management team (TMT) research during the last several decades since the publication of the paper by Hambrick and Mason (1984) introducing the upper echelons (UE) perspective. The

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Section: Theoretical Approaches To Tmt Diversitymentioning

confidence: 99%

Top Management Team Diversity

Homberg

Bui

2013

Group & Organization Management

121

111

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“…Fatout and Rose (1995) defined cohesion as the consequence of participating in a group, which results in attraction to fulfill or expectation to achieve the task goals and the atmosphere that a group can offer its members as a satisfaction of fundamental needs. Michalisin et al (2004) clearly stated that cohesion is ''the degree to which members are attracted to their team and desire to remain in it.'' In brief, this study defined organizational cohesion as:…”

Section: Organizational Cohesionmentioning

confidence: 98%

“…Also, strong OC enhances working relationships for the member and contributes more to the organization (Michalisin et al 2004). Manning and Fullerton (1988) contended that merely gathering group members expedites the formation of OC, and the longer the time that members stay together, the more powerful the cohesion of the group will be.…”

Section: Organizational Cohesionmentioning

confidence: 98%

Resource sufficiency, organizational cohesion, and organizational effectiveness of emergency response

2010

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The main problem facing emergency managers during disasters are insufficient manpower and limited material resources. In emergency situations, the issue of inadequate resources arises from multiple emergency response teams who have different disaster perceptions, and end up allocating assets in an inefficient manner. These varying assessments are a result of erratic levels of involvement by the disaster management, which lead to the weakness of organizational cohesion. This study took Kaohsiung City in southern Taiwan as the subject and conducted a survey through questionnaires to explore the correlations among resource sufficiency, organizational cohesion, and organizational effectiveness in the emergency response. The questionnaires were then analyzed using descriptive statistics, factor analysis, reliability analysis and path analysis. The main conclusions are as follows: (1) Resource sufficiency should be the main priority for emergency response because of its direct correlation with organizational effectiveness, which in turn mediates the organizational cohesion; (2) Senior executives directly affect organizational cohesion and the organizational effectiveness; (3) Quality and quantity of the equipment and personnel have causal relationship with organizational effectiveness.

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“…La recherche a été réalisée dans la ville de Mérida. Nous avons choisi de nous concentrer sur la cohérence et la cohésion dans les ED car plusieurs auteurs (De Geuser et Fiol, 2005 ;Michalisin, Karau et Tangpong, 2004) affirment que celles-ci reflètent les relations organisationnelles, en général, et ont le plus d'impacts sur les résultats de l'entreprise. En plus, il est préférable qu'une recherche-action soit menée auprès de petites unités sociales, ou microsystèmes, plutôt que sur l'ensemble du système (Léger, 1988).…”

Section: La Méthodologieunclassified

Cohérence et cohésion de l’équipe de direction dans la PME

Pech-Varguez

Cisneros

Genin

et al. 2010

Revue internationale P.M.E.

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Dans cette recherche, nous discutons de la mise en place d’un système formel de gestion et de son impact sur la cohérence et la cohésion dans des équipes de direction de PME. La cohérence est le degré d’articulation entre les différentes fonctions des membres d’un groupe qui permet, à travers la réalisation d’objectifs individuels spécifiques, d’atteindre les objectifs collectifs ; la cohésion est le degré d’adhésion volontaire des membres du groupe à un idéal, une aspiration ou un projet commun, qui leur permet, à travers le partage de valeurs et de sentiments gratifiants, de se renforcer émotionnellement les uns les autres et ainsi de faire face comme un tout aux défis qu’ils rencontrent. Notre approche méthodologique est une recherche-action exploratoire effectuée dans trois PME du secteur hôtelier. Nous avons multiplié les sources de données pour améliorer la qualité de la compréhension des expériences vécus. Parmi les résultats, nous montrons l’existence d’une relation vertueuse entre la cohésion et la cohérence, et mettons en évidence comment l’implantation d’un système formel de gestion peut améliorer simultanément, ou non, la cohésion et la cohérence, selon la situation initiale de la cohésion dans l’équipe dirigeante. Un minimum de cohésion est nécessaire pour mettre en place un système de gestion formel qui va lui-même, à terme, améliorer la cohérence. De plus, la cohérence et ses conséquences positives peuvent aider à améliorer la cohésion.

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Top Management Team Cohesion and Superior Industry Returns

Cited by 63 publications

References 35 publications

Top Management Team Diversity

Top Management Team Diversity

Resource sufficiency, organizational cohesion, and organizational effectiveness of emergency response

Cohérence et cohésion de l’équipe de direction dans la PME

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