Executive Migration and Strategic Change: The Effect of Top Manager Movement on Product-Market Entry

Existing Knowledge, Knowledge Creation Capability, and the Rate of New Product Introduction in High-Technology Firms

“…Finally, employees with greater levels of education are likely to be more receptive to new ideas and change (Boeker, 1997 Functional heterogeneity. Although level of organizational knowledge, expressed in experience and education, will likely impact what is brought to the combination and exchange process, the variety of types and levels of knowledge organization members hold may also be important (Kimberly & Evanisko, 1981).…”

Family Entrepreneurial Businesses and New Ventures: Formation, Challenges, Behavior, Relationship.

“…Knowledge diversity highly stimulates task-related conflicts, i.e. productive debate and criticism about the content of the task being performed (Jehn, 1995;1997;Jehnet al, 1999), which promote knowledge integration (Grant, 1996;Nonaka, 1994) and thus entrepreneurial action (Boeker, 1997a(Boeker, , 1997b). For instance, Talke et al (2011: 823) found that "top managers with diverse educational, functional, industry, and organizational backgrounds will combine different views of the world and have more constructive task conflicts, which encourages…a proactive innovation orientation of firm."…”

“…For instance, Talke et al (2011: 823) found that "top managers with diverse educational, functional, industry, and organizational backgrounds will combine different views of the world and have more constructive task conflicts, which encourages…a proactive innovation orientation of firm." Also, Boeker (1997aBoeker ( , 1997b found that heterogeneous TMTs are more likely to be entrepreneurial and enter new product markets than homogeneous teams. Similarly, Simons, Pelled and Smith (1999) suggest diversity in educational background and tenure can create alternative views and foster innovative choices.…”

Roles of Board of Directors in Organizational Ambidexterity

“…Boeker (1997) showed that the tenure of top management team is negatively related to strategic changes. People have a tendency to be reluctant to change once they have got used to a new environment (Staw, 1976).The negative effect of a longer tenure can be mitigated by a differentiation mechanism which provides new ideas and suggestions for the directors.…”