Top Management Team Size, Ceo Dominance, and Firm Performance: The Moderating Roles of Environmental Turbulence and Discretion.

Haleblian, Jerayr; Finkelstein, Sydney

doi:10.2307/256761

Cited by 826 publications

(600 citation statements)

References 52 publications

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“…We considered other potential measures of firm size such as total number of employees (e.g., Welbourne & Cyr, 1999), but we decided not to use this measure due to its high correlation with another size-related measure in the model (i.e., total number of managers as a control) (cf. Haleblian & Finkelstein, 1993). When included in the model, the total number of employees yielded a similar but slightly weaker pattern of moderating relationships compared to the results of total assets that we report here.…”

Section: Notessupporting

confidence: 66%

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Richard¹,

Roh

Pieper

2013

Human Resource Management

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Invoking strategic human resource management (SHRM) theory and tenets of the resource‐based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two‐year period, our results suggest that minority opportunity‐based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.

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Section: Notessupporting

confidence: 66%

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Richard¹,

Roh

Pieper

2013

Human Resource Management

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“…Studies have reported that diversity has positive (Bantel, 1994;Gladstein, 1984), negative (Haleblian & Finkelstein, 1993;Jackson et al, 1991;Pelled, Eisenhardt, & Xin, 1999;Wiersema & Bird, 1993), or even no effects on team effectiveness (Campion et al, 1993). These mixed findings have led reviewers to draw different conclusions regarding the effects of diversity: Bettenhausen (1991) concluded that groups composed of similar members perform better than those composed of dissimilar members, whereas Jackson, May, and Whitney (1995) concluded that diversity tends to have a positive relationship with team effectiveness.…”

Section: Demographic Diversitymentioning

confidence: 99%

Work Groups and Teams in Organizations

Kozlowski

Bell

2012

Handbook of Psychology, Second Edition

537

678

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Abstract[Excerpt] Our objective in this chapter is to provide an integrative perspective on work groups and teams in organizations, one that addresses primary foci of theory and research, highlights applied implications, and identifies key issues in need of research attention and resolution. Given the volume of existing reviews, our review is not intended to be exhaustive. Rather, it uses representative work to characterize key topics, and focuses on recent work that breaks new ground to help move theory and research forward. Although our approach risks trading breadth for depth, we believe that there is much value in taking a more integrative view of the important areas of team research, identifying key research themes, and linking the themes and disparate topics closer together. To the extent that we identify new and necessary areas of theory development and research, the value of this approach will be evident. We would like to acknowledge several colleagues who provided insightful comments on an initial outline or draft of this chapter. Our thanks to Neil Anderson, Murray Barrick, Jan Cannon-Bowers, Paul Goodman, Stan Gully, Cyn D. Fisher, Richard Hackman, John Hollenbeck, Susan Jackson, Michelle Marks, John Mathieu, Susan Mohamed, Greg Stewart, Anne Tsui, Eduardo Salas, Ruth Wageman, Wang Zhong-Ming, and Michael West. Thanks also to Richard Klimoski for his helpful editorial guidance throughout. We would also like to acknowledge the Air Force Office of Scientific Research for support (F49620-98-1-0363 and F49620-01-1-0283, S.W.J. Kozlowski and R.P. DeShon, Principal Investigators) that in part assisted the composition of this chapter. Although many sources provided inputs to this chapter, the views expressed are those of the authors. Work Groups and Teams RESEARCH ISSUES AND RECOMMENDATIONS Research IssuesContext.Task Interdependence. Levels.Time. Research RecommendationsThe Nature of Teams.Composition.Formation, Socialization, and Development.Team Effectiveness, Processes, and Enhancements.Leadership and Motivation.Continuance and Decline. Conclusion Work Groups and Teams 4The last decade and a half has witnessed a remarkable transformation of organizational structures worldwide. Although there are economic, strategic, and technological imperatives driving this transformation, one of its more compelling aspects has been an ongoing shift from work organized around individual jobs to team-based work structures (Lawler, Mohrman, & Ledford, 1995 This ongoing transformation in the basic organization of work has captured the attention of researchers and is reflected by new theories of team functioning, a rapidly growing number of empirical studies, and numerous literature reviews written on the burgeoning research on teams. It is also reflected in a shift in the locus of team research. For most of its history, small group research has been centered in social psychology (McGrath, 1997). Over the last 15 years, however, group and team research has become increasingly centered in the fields of organizational psycho...

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“…Focus of the previous research which measures the performance of the company was on Return on Assets (ROA) and Return on Equity (ROE) (Habelian & Finkelstein, 1993;Michel & Hambrick, 1992). ROA is chosen because it shows the ability of the bank performance and it also measures the effectiveness of the company in getting the income from the asset management.…”

Section: Return On Asset (Roa)mentioning

confidence: 99%

The Influence of Top Management Team Characteristics on BPD Performance

Tulung¹,

Ramdani²

2015

IRJBS

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Based on "upper echelons theory", this paper investigates the relation between top management team composition and BPD performance. For top management team characteristics, we employ age, level of education, background of education, gender, and functional background, while for measured the BPD performance we employ return on asset (ROA), return on equity (ROE), capital adequacy ratio (CAR), net interest margin (NIM), loan to deposit ratio (LDR), non-performing loan (NPL) and operation expenses to operation income (BOPO). The results show that all characteristics have positive significant influences on BPD performance.

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Top Management Team Size, Ceo Dominance, and Firm Performance: The Moderating Roles of Environmental Turbulence and Discretion.

Cited by 826 publications

References 52 publications

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Work Groups and Teams in Organizations

The Influence of Top Management Team Characteristics on BPD Performance

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