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| Author: | Hambrick, D. C. Cho, T. S. Chen, M. |
| Title: | The influence of top management team heterogeneity on firms' competitive moves |
| Journal: | Administrative Science Quarterly
1996 : DEC, VOL. 41:4, p. 659-684 |
| Index terms: | TOP MANAGEMENT COMPETITION COMPANIES |
| Language: | eng |
| Abstract: | This study focuses on top management team characteristics, specifically on heterogeneity rather than organizational and environmental determinants of such behaviours. A proposition, about how heterogeneity may enhance some competitive behaviors but impair other, is developed. Those top management teams that were reverse, with education, company tenure, exhibited a relatively great propensity of action, and their actions and responses were of substantial magnitude. Heterogeneous teams were slower in their actions and responses and less likely than homogeneous teams to respond to competitors' initiatives. Heterogeneity's effect in terms of changes in market share and profits was found positive. |
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