Corporate elite characteristics and firm's internationalization: CEO-level and TMT-level roles

Abstract

This study attempts resolution of certain ambiguities of the corporate elite -Chief Executive Officer (CEO) and Top Management Team (TMT) -effect on corporate internationalization strategy. This work hypothesized that curvilinear relationship exists between CEO position tenure, TMT size, and TMT tenure heterogeneity and a firm's internationalization, by combining previous upper echelon theory and processing international business school perspective. Our detailed empirical findings indicate that CEO and TMT characteristics show a nonlinear relationship, based on 165 samples of Taiwanese firms operating in a technologically intensive industry. An inverted U-shaped relationship exists between CEO position tenure and TMT size regarding a firm's internationalization. These associations are an inverted U-shape, when internationalization level facing TMT tenure heterogeneity is accounted for.

CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age

“…Indeed, Hambrick and Mason (1984) surmised that executives are often selected because they have the right background to implement the board's goals. In this respect, although consistent with strategic choice theory and prior studies establishing a relationship between top executive characteristics and the implementation of various organizational practices (e.g., Carpenter et al 2004;Cho and Hambrick 2006;Egri and Herman 2000;Hood 2003;Jaw and Lin 2009;Thomas and Simerly 1995), future longitudinal or experimental research is needed to confirm the causal direction of the relationship examined in this study. Second, our response rate for the survey was somewhat low.…”

Top Management Team Diversity

“…One of UE's major views is that "the demographic characteristics of executives can be used as valid, albeit incomplete and imprecise, proxies of executives' cognitive frames" (Hambrick, 2007, p. 335). Since the initial publication, a distinct body of literature has developed focusing on the impact of diversity characteristics on corporate performance (Bantel, 1994;Carpenter, 2002;Carpenter & Fredrickson, 2001;Hambrick, Cho, & Chen, 1996;Jaw & Lin, 2009;Nielsen, 2010a;Sanders & Carpenter, 1998;Wiersema & Bantel, 1993).…”

The diversity of the top management team and the survival and success of international companies: The case of Spanish companies with foreign direct investment in China

“…Just like age diversity, tenure diversity is positive for company results (Auden et alii 2006;Tihanyi et alii 2000) because it allows for the creativity and freshness needed in foreign markets while maintaining stability and cooperation ( Jaw and Lin 2009). Thus:…”