The Influence of Top Management Team Conflict on Firm Innovativeness

Camelo‐Ordaz, Carmen; Cruz, Joaquín García; Sousa‐Ginel, Elena

doi:10.1007/s10726-014-9424-4

Cited by 20 publications

(19 citation statements)

References 50 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This study also provides evidence of an inverted curvilinear relationship between TMT cognitive conflict and firm innovativeness. In line with previous studies that have put forward a positive relationship between these variables (Amason, 1996; Camelo-Ordaz et al , 2015), we found that TMT cognitive conflict can enhance the ability of the firm to bring about innovations. However, we also found that, past a certain point, increasing differences in TMT members’ points of view, ideas and opinions dampens firm innovativeness.…”

Section: Discussionsupporting

confidence: 92%

“…As part of the research, a survey was conducted with one respondent within the TMT of each organization. This is in line with previous research on TMTs (Parayitam et al , 2012; Janssen et al , 1999; Miller et al , 1998; Li and Li, 2009; Camelo-Ordaz et al , 2015) that contends that data from single respondents adequately represents the teams. It also builds on the assumption that respondents can accurately perceive themselves, others and their relationships with others, and that respondents do not have underlying motivations that would distort their responses (Parayitam et al , 2012).…”

Section: Methodssupporting

confidence: 90%

“…As a consequence, TMT cognitive conflict in excess can reduce firm innovativeness. By using theoretical arguments and empirical data to illustrate an inverted U-shaped relationship between TMT cognitive conflict and firm innovativeness, this study brings together previous positive (Amason, 1996; Camelo-Ordaz et al , 2015) and negative (Lovelace et al , 2001) assertions in the upper echelon’s literature about the influence of cognitive conflict on firm outcomes.…”

Section: Discussionmentioning

confidence: 86%

“…When cognitive conflict increases from low to intermediate levels in the TMT, opportunities that present themselves in an uncertain environment can act as triggers for different perspectives and ideas. The availability of diverse ideas for critical evaluation will help the TMT to evaluate and to set priorities, and to take suitable courses of actions concerning firm innovations (Camelo-Ordaz et al , 2015; Nielsen and Nielsen, 2011). The critical assessment of decision alternatives can also increase the effort that TMT members invest in research and scanning activities to better justify their points of view (Kellermanns et al , 2011).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

See 3 more Smart Citations

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Prasad

Junni

2017

IJCMA

View full text Add to dashboard Cite

Purpose The purpose of this study is to understand the impact of top management team (TMT) processes on firm innovativeness. Firm innovativeness is critical for organizational survival. Yet, the authors’ understanding about the key determinants of firm innovativeness is limited, particularly concerning the role of TMT dynamics. Drawing on upper echelon’s theory, the authors develop and test hypotheses concerning the influence of two TMT processes, namely affective conflict and cognitive conflict, on firm innovativeness. They also explore the boundary conditions of TMT dynamics by examining the moderating effect of environmental uncertainty on the relationship between TMT conflict (affective and cognitive conflict) and firm innovativeness. Design/methodology/approach The authors collected survey-based data from TMT members in 171 information technology organizations based in India. They used multiple regression analyses to test the study hypotheses. Findings The empirical findings indicate that TMT affective conflict is negatively associated with firm innovativeness, whereas TMT cognitive conflict has a negative curvilinear relationship with it. Both relationships are stronger in firms operating in environments characterized by a high degree of uncertainty. Originality/value This study highlights the role of TMT conflict in the pursuit of firm innovativeness. Significantly, the study shows that both TMT affective conflict and cognitive conflict can affect firm innovativeness. However, their effectiveness is contingent on environmental uncertainty. This contributes to the firm innovation literature by clarifying how specific types of TMT conflict influence firm innovativeness in different environmental conditions.

show abstract

Section: Discussionsupporting

confidence: 92%

Section: Methodssupporting

confidence: 90%

Section: Discussionmentioning

confidence: 86%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

See 2 more Smart Citations

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Prasad

Junni

2017

IJCMA

View full text Add to dashboard Cite

show abstract

“…Conversely, if members of a team are highly homogeneous in their backgrounds, then most members have overlapping knowledge bases, and they may have fewer task conflicts since they do not provoke opposing views (Li et al 2016). Task conflict can not only help teams collide to produce creative and more effective insights, and integrate these diverse insights into creative and high-quality decisions, thus helping teams achieve both exploratory and exploitative innovation (Camelo-Ordaz et al 2015;Martin et al 2019). It can also prevent premature consensus and stimulate more critical thinking (De Dreu 2006), which will promote ambidextrous innovation.…”

Section: Mediating Role Of Task Conflictmentioning

confidence: 99%

Fostering Ambidextrous Innovation in Infrastructure Projects: Differentiation and Integration Tactics of Cross-Functional Teams

Zhang

Yan

et al. 2021

J. Constr. Eng. Manage.

View full text Add to dashboard Cite

In infrastructure project practice, balancing and maximizing the combined effect of exploratory and exploitative innovation have attracted increasing attention, but it is still unclear how to foster ambidextrous innovation in infrastructure projects. To address this gap, we draw on the "differentiation-integration" framework of ambidexterity theory to deconstruct tactics for fostering ambidextrous innovation in infrastructure projects. A total of 313 observations were collected from infrastructure under construction, and the path hypotheses were tested by hierarchical regression. The findings suggest that in infrastructure projects, task conflict and expertise integration of diverse crossfunctional teams provide powerful and complementary tactics for fostering ambidextrous innovation.The moderating effect of team autonomy support on the impact of team diversity on differentiation and integration tactics presents three different results. This study not only enriches the literature on how to ManuscriptClick here to access/download;Manuscript;New manuscript.docx foster ambidextrous innovation in infrastructure projects, but also expands the ambidexterity research at the cross-functional team level and in infrastructure project contexts.

show abstract

Does TMT composition matter to environmental policy and firm performance? The role of organizational slack

Lee

Liu

2020

Corp Soc Responsibility Env

View full text Add to dashboard Cite

This study examines the relationship between the heterogeneity of top management team (TMT) composition and firm performance by focusing on the mediating role of environmental policy: a greenhouse gas (GHG) emission strategy. Organizational slack is viewed as a moderating variable that influences the above mediated relationship. Based on data from Taiwanese public firms with CSR reports, it is found that TMT educational background heterogeneity and tenure heterogeneity negatively influence firm performance, and the GHG emission strategy mediates this relationship. Moreover, this study finds that unabsorbed slack significantly strengthens the influence of TMT educational background heterogeneity on the GHG emission strategy, and unabsorbed slack also moderates the mediation effect of the GHG emission strategy on the relationship between TMT educational background heterogeneity and firm performance. The theoretical and managerial implications of the results are discussed in the discussion section and conclusions of the study.

show abstract

The Influence of Top Management Team Conflict on Firm Innovativeness

Cited by 20 publications

References 50 publications

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Fostering Ambidextrous Innovation in Infrastructure Projects: Differentiation and Integration Tactics of Cross-Functional Teams

Does TMT composition matter to environmental policy and firm performance? The role of organizational slack

Contact Info

Product

Resources

About