Effects of Top Management Team Heterogeneous Background and Behavioural Attributes on the Performance of New Ventures

被引：33

作者：

Cai, Li ^{[1
]}

Liu, Qing ^{[1
]}

Yu, Xiaoyu ^{[2
]}

机构：

[1] Jilin Univ, Sch Management, Changchun 130023, Peoples R China

[2] Shanghai Univ, Sch Management, Shanghai 200444, Peoples R China

来源：

SYSTEMS RESEARCH AND BEHAVIORAL SCIENCE | 2013年 / 30卷 / 03期

关键词：

TMT functional background heterogeneity; new ventures; firm performance; team conflict; STRATEGIC DECISION-MAKING; FIRM PERFORMANCE; DEMOGRAPHIC DIVERSITY; RELATIONAL BENEFITS; CONFLICT; DIFFERENCE; TECHNOLOGY; PARADOX; SERVICE; NORMS;

D O I：

10.1002/sres.2176

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Using the data collected from 527 new ventures in China, this research evaluates the effects of top management team (TMT) heterogeneous background and behavioural attributes on firm's performance. Behavioural aspects of cognitive and emotional conflicts within the team are served as mediators. The results of the study indicate that the TMT functional background heterogeneity is positively related to both cognitive conflicts and emotional conflicts within the TMT. Moreover, team conflicts are found to mediate the effects of TMT functional background diversity on new ventures' performance. However, TMT functional background diversity alone is not significantly related to financial performance or growth performance of new ventures. Copyright (c) 2013 John Wiley & Sons, Ltd.

引用

页码：354 / 366

页数：13

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