Top management team heterogeneity, global strategic posture, and firm performance: Evidence from MNEs headquartered around the world

Adrian Gil, University of Texas at El Paso

Abstract

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^

Subject Area

Business Administration, Management

Recommended Citation

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.
http://digitalcommons.utep.edu/dissertations/AAI3371740

Share

COinS