Linking top management team age heterogeneity to firm performance: juxtaposing two mid-range theories

Richard, Orlando C.; Shelor, Roger M.

doi:10.1080/09585190210134309

Cited by 147 publications

(143 citation statements)

References 13 publications

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“…Findings show a U-shaped relationship between TMT age heterogeneity and corporate performance which is coordinated with research by Richard and Shelor [15] but different with our hypothesis. The reason might be age heterogeneity's special influence compared with tenure and education heterogeneity under China present institutional background and managerial situation.…”

Section: U-shaped Relationship Between Tmt Age Heterogeneity and Corpsupporting

confidence: 48%

Study on TMT Heterogeneity’s Effects on Corporate Performance from the Perspective of Leadership Structure

He¹,

Li²,

Li³

2016

OJBM

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Based on Upper Echelons theory, this article makes use of a sample of 130 companies that experienced CEO succession due to performance decline to investigate whether the TMT heterogeneity impact on corporate performance and how the leadership structure of corporation moderates the relationship between them. It is shown that TMT age heterogeneity has a U-shaped relationship with corporate performance; TMT tenure heterogeneity and TMT educational levels heterogeneity have inverted U-shaped relationship with corporate performance; while the leadership structure of corporation has a moderating effect on the relationship between TMT age heterogeneity, TMT tenure heterogeneity and corporate performance. The findings of this study would be helpful to cultivate and construct the entrepreneurial TMT, and to design corporate leadership structure.

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Section: U-shaped Relationship Between Tmt Age Heterogeneity and Corpsupporting

confidence: 48%

Study on TMT Heterogeneity’s Effects on Corporate Performance from the Perspective of Leadership Structure

He¹,

Li²,

Li³

2016

OJBM

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“…On the one hand, there are some claims (Richard, Shelor 2002) that when diversity is managed well, it can enhance creativity, resulting in increased commitment, job satisfaction and a better interface with the market place. On the other hand, some authors are more pessimistic (Ely, Thomas 2001: 230).…”

Section: The Interrelationship Of Diversity Creativity and Innovationmentioning

confidence: 99%

Diverse management, creativity and innovation

Malarski¹

2015

Creativity and Innovation in Business and Education

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Modern organizations need new forms of acting in very competitive environment. Customers' requirements and needs are changing rapidly and the pressure from rivals is becoming even more compelling. The crucial aspect of functioning of every organization is to find its own way of being recognizable on the market. One way is to focus on creativity in order to offer novel products and business solutions, introducing new methods of running business processes. Creativity is strictly connected to people as they are the source of new ideas, concepts and applications. Creativity may be born easily in diverse circumstances. Introducing instruments for sustaining and promoting diversity may be one of the directions of management of creativity. The article is focused on chosen aspects of diversity which may support creativity and innovation, and presents the role of management in this matter.

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“…Another relevant TMT characteristic is TMT age heterogeneity. An empirical evidence by Richard & Shelor (2002) show that TMT age heterogeneity has a significant relationship with organizational growth. In addition, longer TMT tenure has a clearer effect on organizational outcomes and firm strategy, and thus increased organizational growth.…”

Section: Direct Effectsmentioning

confidence: 99%

The Interaction Effects of Top Management Team Attributes and Environment on Organizational Growth

Harjito¹,

Sulong²

2005

jsb

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Linking top management team age heterogeneity to firm performance: juxtaposing two mid-range theories

Cited by 147 publications

References 13 publications

Study on TMT Heterogeneity’s Effects on Corporate Performance from the Perspective of Leadership Structure

Study on TMT Heterogeneity’s Effects on Corporate Performance from the Perspective of Leadership Structure

Diverse management, creativity and innovation

The Interaction Effects of Top Management Team Attributes and Environment on Organizational Growth

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