Modeling the multilevel determinants of top management team behavioral integration

Extending Hambrick's (1994) concept of behavioral integration, a meta-construct of top management team process, we theorized on the extent to which CEO-, team-, and firm-level determinants shape behavioral integration. Using survey data from 402 firms, we developed a reliable measure of the construct and found strong support for our structural model. Although determinants at each level explained some variance in behavioral integration, considering all three levels in concert explained the most variance.