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| Author: | Keck, S. L. |
| Title: | Top management team structure: Differential effects by environmental context |
| Journal: | Organization Science
1997 : MAR-APR, VOL. 8:2, p. 143-156 |
| Index terms: | TOP MANAGEMENT TEAM WORK ORGANIZATIONAL STRUCTURE ORGANIZATIONAL PERFORMANCE |
| Language: | eng |
| Abstract: | This study is to explicitly investigate the relationship between top management team structure and the firm's subsequent performance. There is a theoretically and empirically based relationship between team structure and team process that supports an intervening model of the relationship between team structure and team performance and outcome. The differential effects of team structure on team performance are contingent in the turbulence of the firm's external environment. Teams that have less heterogeneity, longer mean tenure, higher stratification and less member fluctuation were expected to lead to higher firm performance in stable contexts. |
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