Top management teams characteristics and firms performance: literature review and avenues for future research

Abstract

Purpose The purpose of this paper is to review the empirical literature on the relationship between the characteristics of the top management teams (TMTs) and the performance of entrepreneurial firms. Design/methodology/approach A literature review was carried out on 33 empirical studies related to TMTs and performance through analyzing and summarizing the quantitative studies conducted in this area. Findings The results of the literature review show that the relationship between TMTs (demographics and heterogeneity) and the performance of entrepreneurial firms is not straightforward and further investigation is still needed in this area. Practical implications The author maps the theoretical and empirical research of TMT demographics and heterogeneity in relation to firms’ performance and possible moderators and mediators, which govern the relationship between TMT composition and firms’ performance. Originality/value The author presents a detailed future research agenda for the purpose of advancing the theoretical and empirical knowledge on TMT-performance links. The review provides a comprehensive picture of TMT-firms’ performance literature and what should be done to enrich the literature.

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

“…Third, this study found the moderating effect of team competitive climate between TMT knowledge hiding and TMT creativity. The previous studies have shown that context variables often play an important role in the internal operation of TMT, and the actual effects of TMT operation will be very different under the regulation of the different context variables ( Chen and Liu, 2018 ; Aboramadan, 2021 ). Similar to the research of Černe et al (2014) , this study confirmed that team competitive climate could regulate the influence of TMT knowledge hiding on TMT creativity during the operation of TMT, the difference lied in the fact that team competitive climate was introduced into the specific organizational context of TMT knowledge hiding, and whether team competitive climate helped to adjust the impact of TMT knowledge hiding on TMT creativity.…”

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

“…We know from upper echelons theory that the background of senior leaders, such as their life experiences, values and personalities influence how they interpret and respond to situations for which they need to make decisions. Social, behavioral and cognitive functioning of upper echelon leaders therefore influence their decisions LODJ 44,4 (Bromiley and Rau, 2016), Moreover, from observing the characteristics of strategic leaders, such as their backgrounds, educational levels, ages and years of experience, one may predict how they will make decisions (Aboramadan, 2021). Subsequently, their choices impact organizational performance (Hambrick and Mason, 1984;Friedman et al, 2016;Aboramadan, 2021).…”

“…Most literature on indecision deals with career indecision (e.g., Lent et al, 2019), or personal traits and indecision (e.g., Ferrari et al, 2018), but very few studies focus on the indecision of leaders and especially upper echelon leaders. A better understanding of the drivers of indecision can shed light on existing models of strategic decision-making (Kokkoris et al, 2019;Aboramadan, 2021). The context of strategic decision-making differs from managerial decision-making.…”

Strategic Planning Pitfalls in Society 5.0: A Systematic Literature Review

“…This breach in the organizational environment leads to gaps in internationalization, environment dynamism, decentralization of power, innovation, growth, international risk management, and behavioral integration (Aboramadan, 2020). The theoretical framework analysis collected the most pertinent information from the publications regarding SP in the 90s.…”