Top management team heterogeneity, global strategic posture, and firm performance: Evidence from MNEs headquartered around the world
This study empirically examines the relationship between top management team (TMT) heterogeneity and firm performance for a sample of multinational enterprises (MNEs) headquartered in 31 countries from across the globe. Utilizing the theoretical perspectives of upper echelons (Hambrick & Mason, 1984) and information processing (Daft, Bettenhausen, & Tyler, 1993; Galbraith, 1973), I hypothesize that global strategic posture, a measure of the intensity of a firm’s involvement in the multinational business environment, moderates the relationships between TMT heterogeneity and firm performance. My findings reveal an “enhancing” interaction (Cohen, Cohen, West, & Aiken, 2003: 285-286) between the different TMT heterogeneities investigated and the corresponding firm performance measures. Implications, limitations and future research directions are discussed. ^ Top Management Team, TMT Heterogeneity, Global Strategic Posture, Multinational Enterprise, MNE Firm Performance^
Business Administration, Management
Gil, Adrian, "Top management team heterogeneity, global strategic posture, and firm performance: Evidence from MNEs headquartered around the world" (2009). ETD Collection for University of Texas, El Paso. AAI3371740.