Top management teams and organizational renewal

Abstract

c Increasingly the makeup of the top management group is believed to affect the development, identification and exploitation of strategic opportunities. This paper explains a creative management model, which goes beyond conventional strategic management, and ident$es the behaviors of top managers needed for the ongoing renewal of their business. It is proposed these behaviors cluster and can be aligned with different and distinct cognitive styles or types. The implication is that top management groups should be composed of a mix of types. This paper posits a mix of Jungian types, Intuitives, Feelers, Thinkers and Sensors. This diversity can yield great strength if the differences can be focused and unified.Propositions and suggestions for further empirical research are developed.

Board diversity and firm performance: The Indonesian evidence

“…Some arguments support the proposition that greater diversity is likely to bring advantages to the firm due to various reasons. Women are considered to have "feeling" cognitive style that focuses on harmony (Hurst et al, 1989) and ability to facilitate dissemination of information (Earley and Mosakowski, 2000). They are also considered "tough" since they have to face various challenges prior to holding seats on the board, which reward them great prestige in the environment (Krishnan and Park, 2005).…”

Do women in top management affect firm performance? Evidence from Indonesia

“…Gender diversity is believed to bring advantages to the organization for the reason that women are considered to have a "feeling" cognitive style (Krishnan and Park, 2005). This type of cognitive style emphasizes on organizational values and harmony (Hurst et al, 1989), encourages sharing of information and resources (Earley and Mosakowski, 2000), facilitates conflict resolution, and shows more democratic leadership (Eagly and Johnson, 1990).…”

Promoting organizational learning and self‐renewal in Taiwanese companies: The role of HRM

“…Thus, for the individual member within the organization, climate takes the form of a set of attributes and expectancies that describe the organization in terms of behavior-outcome contingencies (Hershberger, Lichtenstein, & Knox, 1994). The label self-renewal organizational climate is used to refer to the organizational renewal phenomenon whereby the organization seeks to improve its competitive advantage by creating continuously changing atmospheres to set in motion its internal processes, structures, and capabilities (Hurst et al, 1989;McGivem, 1998). Several researchers have concluded that successful corporate renewal overcomes the inertial forces embraced in an organization's established strategies and reduces the mismatches between the evolving basis of competitive advantage facing the organization and its existing core competencies to respond to those conditions (Floyd & Lane, 2000;Huff, Huff, & Thomas, 1992).…”

“…The term renewal has come to be identified as an intensely social process, involving certain crucial interactions between levels of management (Hurst et al, 1989). This literature suggested that such interactive cooperation is intended to improve individual role performance and to contribute to the organization's adaptability.…”

“…Corporate renewal has long been recognized as a potentially viable means for promoting and sustaining corporate competitiveness (Beer, Eisenstat, & Spector, 1990;Hurst, Rush, & White, 1989). Organizations must be in constant self-renewal to improve their competitive positioning; that is, to transform corporations, their markets, and their industries as they develop and exploit opportunities for value-creating innovation (Crossan, Lane, & White, 1999;Merrifield, 2000).…”