search query: @author Naranjo-Gil, D. / total: 4
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| Author: | Naranjo-Gil, D. Hartmann, F. Maas, V.S. |
| Title: | Top management team heterogeneity, strategic change and operational performance |
| Journal: | British Journal of Management
2008 : SEP, VOL. 19:3, p. 222-234 |
| Index terms: | top management team work strategic planning change performance appraisal Spain |
| Language: | eng |
| Abstract: | This study explores the role of top management team (TMT) heterogeneity (hereafter as: htgy.) in facilitating strategic change. Based on the upper echelons literature, heterogeneous (as: htgyous) management teams are argued to be better able to handle the simultaneous and conflicting demands of refocusing the organization strategically and keeping up operational performance (as: o-p). However, this is expected to be true merely for teams htgyous as to factors directly related to job requirements. Based on data from more than 90 full TMTs of hospitals in Spain, job-related TMT htgy. is shown to moderate the relation btw. strategic change and o-p. No moderating effect is found for non-job-related TMT htgy. |
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