Top management team’s intellectual capital and firm performance

Díaz‐Fernández, M. Carmen; Rodríguez, María Rosario González; Simonetti, Biagio

doi:10.1016/j.emj.2015.03.004

Cited by 60 publications

(51 citation statements)

References 74 publications

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“…IC presents the stocks and flow of knowledge disposal in an organization and is considered to be the sum of everything everybody in an organization knows that gives it a competitive edge (Díaz‐Fernández, González‐Rodríguez, & Simonetti, ). Martín‐de Castro () describes that IC, as a contemporary management concept, has been defined in very vague and sometimes misleading ways since its origins.…”

Section: Literature Reviewmentioning

confidence: 99%

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

Kong

Wei

Swallow

et al. 2019

Thunderbird Intl Bus Rev

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China's Belt‐and‐Road Initiative (BRI) is one of the most ambitious trade and development projects in history which intends to link Chinese multinational enterprises (CMNEs) to the Asian subcontinent, the Middle East, Africa, and Europe through two trade routes, land and sea. The project involves infrastructure development, human knowledge, and international relations to develop trade relationships. Increased competition along the two routes will see other governments taking initiatives to protect the business community in their nations; thus, adding barriers that must be overcome by CMNEs. The success of CMNEs in the BRI relies on the three components—structural, human, and relational—which are the three components of intellectual capital (IC). Through the use of IC CMNEs can assess their strengths and weaknesses. It will be the understanding of these strengths and weaknesses which will drive the success or failure of CMNEs.

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Section: Literature Reviewmentioning

confidence: 99%

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

Kong

Wei

Swallow

et al. 2019

Thunderbird Intl Bus Rev

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“…It is starting to be widely accepted that it is necessary to both differentiate among the different dimensions of TMT diversity (Díaz-Fernández, 2004;Tacheva, 2007) and, 'regarding each dimension, to distinguish each one from the other and to separately study them' (Tacheva, 2007: 63). Reinforcing these premises, the results achieved by some researchers had shown that various diversity dimensions have differing effects on group and organizational outcomes (Carpenter and Fredrickson, 2001;Athanassiou and Nigh, 2002;Auh and Menguc, 2005;Boone and Hendriks, 2009;Homberg and Bui, 2013;Díaz-Fernández et al, 2015a, 2015b. In sum, the consideration of the multiple dimensions of TMT diversity presents a recurrent gap in the literature which needs to be addressed in order to explain the ambiguous and contradictory results in upper echelons.…”

Section: Introductionmentioning

confidence: 98%

“…These interaction effects reveal the internal complexity of the TMTs in making the best managerial decisions. Reinforcing these premises, the results achieved by some researchers had shown that various diversity dimensions have differing effects on group and organizational outcomes (Carpenter and Fredrickson, 2001;Athanassiou and Nigh, 2002;Auh and Menguc, 2005;Boone and Hendriks, 2009;Homberg and Bui, 2013;Díaz-Fernández et al, 2015a, 2015b. Instead, diversity is often treated as a general construct hypothesized as having uniform effects regardless of the particular attributes to which it is empirically applied' (i.e., Hambrick, 1990, 1996;Forbes and Milliken, 1999;Golden and Zajac, 2001).…”

Section: Introductionmentioning

confidence: 99%

The Moderating Role of Top Management Team Diversity in Strategic Change in a Multicultural Context

Díaz‐Fernández

González‐Rodríguez

Simonetti

2018

European Management Review

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This paper analyses the influence of corporate governance diversity on corporate strategic changes in an international multicultural context with a view to overcoming the deficiencies of previous studies. The results achieved may reveal to what extent diversity in the composition of a top management team provides a clear picture of the internal complexity that arises in the strategy decision‐making process. In order to fill the gap in the literature, and given the nested structure of the dataset, a multi‐level econometric model is applied which reveals the clear interaction effects among the TMT diversity dimensions on the corporate strategic change.

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“…As representatives of heterogeneous human capital, top managers play a decisive role in the processes of developing companies (Hambrick and Mason 1984; Hamori and Koyuncu 2014; Díaz-Fernández et al 2015). In Chinese listed companies, the chairman has the top decision-making authority as the delegate of the controlling shareholders, while the chief executive officer (CEO) has the top executive authority with responsibility for the daily business affairs (Michel and Hambrick 1992; Amran et al 2014; Gao and Hafsi 2015).…”

Section: Introductionmentioning

confidence: 99%

Who reports high company performance? A quantitative study of Chinese listed companies in the energy industry

2016

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In the increasingly competitive environment, top managers’ background characteristics are undoubtedly vital factors for company performance. This study examines whether the performance of Chinese listed companies in the energy industry differs with respect to top managers’ background characteristics and explores the exact distribution interval of top managers’ background characteristics when company performance reaches the highest level. The initial sample was collected from the CSMAR database (2005–2014) for listed companies in the energy industry. After removing the outlier and missing data, the final number of observations was determined as 780. Descriptive statistics were used to investigate the present distribution of top managers’ background characteristics, factor analysis was used to determine the dimensions of company performance, and one-way ANOVA was used to analyze the differences in company performance and its dimensions with respect to top managers’ background characteristics. The findings show that both the age and length of service of top managers present an increasing trend over the years of the study period, whereas the educational level shows no significant changes. The performance of listed companies has three dimensions: profit performance, growth performance, and operating performance. Companies behave differently with regard to their top managers’ background characteristics; when the top manager is 40–45 years old, with a doctoral degree and above, and in the 2nd–3rd year of his service period, his company will achieve a higher level of performance. This study contributes to the growing literature on company performance in the Chinese energy industry by demonstrating the differences in the performance of Chinese listed companies in the energy industry with regard to top managers’ background characteristics, and reaching conclusions on the optimum distribution interval of top managers’ background characteristics when company performance reaches the highest level. This study also provides a valuable reference for organizational reform and performance enhancement, which are urgent problems for the Chinese energy industry.

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Top management team’s intellectual capital and firm performance

Cited by 60 publications

References 74 publications

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

Belt‐and‐Road Initiative: Driving the need to understand intellectual capital in Chinese multinational enterprises

The Moderating Role of Top Management Team Diversity in Strategic Change in a Multicultural Context

Who reports high company performance? A quantitative study of Chinese listed companies in the energy industry

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