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1 – 10 of over 1000Mengyun Wu, Linrong Zhang, Muhammad Imran, Jie Lu and Xinting Hu
Conflicts among top management team (TMT) members have a significant impact on sustainable development of family enterprises in China. The complex attributes of different kinds of…
Abstract
Purpose
Conflicts among top management team (TMT) members have a significant impact on sustainable development of family enterprises in China. The complex attributes of different kinds of conflicts in a TMT have dual effects on firm performance and its stability. Thus, avoiding conflicts in a TMT through a systematic conflict management strategy is very important. This paper aims to therefore investigate how to maximize the performance and income level of the TMT in family enterprises through managing conflict systematically, while adopting the best conflict coping strategies.
Design/methodology/approach
In this study, the authors apply conflict coping strategies as a useful tool of conflict management and propose five kinds of dynamic conflict coping strategies among TMT members. Repeated game and multi-agent simulation by computer experiment are used to dynamically simulate the rules and evolution of individual conflict coping strategy choices.
Findings
It is found that with the passage of time, different conflict coping strategies have different effects on earnings of individuals and teams at different conflict levels. It is also revealed that conflict coping strategies affect not only the earnings of individuals and teams but also their distribution; it also reflects the conflict level in TMT of a family enterprise but in reverse.
Originality/value
This study contributes to the existing literature on conflict management in relevance to the choice and revolution of conflict coping strategies in a Chinese business culture context. It focuses on strengthening the unity and cooperation of TMT members. Controlling the conflict level of TMT members at a reasonable level, investigating the primary cause of conflict and identifying its nature lead to better performance of the TMT and the sustainable development of Chinese family enterprises. Based on these outcomes, different conflict coping strategies can be appropriately used to solve TMT conflicts.
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Bhaskar Prasad and Paulina Junni
The purpose of this study is to understand the impact of top management team (TMT) processes on firm innovativeness. Firm innovativeness is critical for organizational survival…
Abstract
Purpose
The purpose of this study is to understand the impact of top management team (TMT) processes on firm innovativeness. Firm innovativeness is critical for organizational survival. Yet, the authors’ understanding about the key determinants of firm innovativeness is limited, particularly concerning the role of TMT dynamics. Drawing on upper echelon’s theory, the authors develop and test hypotheses concerning the influence of two TMT processes, namely affective conflict and cognitive conflict, on firm innovativeness. They also explore the boundary conditions of TMT dynamics by examining the moderating effect of environmental uncertainty on the relationship between TMT conflict (affective and cognitive conflict) and firm innovativeness.
Design/methodology/approach
The authors collected survey-based data from TMT members in 171 information technology organizations based in India. They used multiple regression analyses to test the study hypotheses.
Findings
The empirical findings indicate that TMT affective conflict is negatively associated with firm innovativeness, whereas TMT cognitive conflict has a negative curvilinear relationship with it. Both relationships are stronger in firms operating in environments characterized by a high degree of uncertainty.
Originality/value
This study highlights the role of TMT conflict in the pursuit of firm innovativeness. Significantly, the study shows that both TMT affective conflict and cognitive conflict can affect firm innovativeness. However, their effectiveness is contingent on environmental uncertainty. This contributes to the firm innovation literature by clarifying how specific types of TMT conflict influence firm innovativeness in different environmental conditions.
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Jianxun Chen, Songbo liu, Yue Wang, Tao Wang and Xueqiang Zheng
Based on the team conflict theory and organizational learning theory, this study aims to discuss the two different types of conflicts of the top management team (TMT) on the…
Abstract
Purpose
Based on the team conflict theory and organizational learning theory, this study aims to discuss the two different types of conflicts of the top management team (TMT) on the different mechanisms of exploratory learning behavior of firms, and, based on the perspective of CEO-TMT (CEO – chief executive officer) interface, the different moderating effects caused by different CEO leadership styles are clarified.
Design/methodology/approach
Using the sample of 193 firms’ samples with multi-source data, the authors take an empirical test of the theoretical framework.
Findings
The effect of task conflict on exploratory learning behavior was insignificant, and relationship conflict had a positive effect on exploratory learning behavior. However, when CEO’s transformational leadership level was high, or transactional leadership level was low, there existed “bathtub curve” relationship between task conflict and exploratory learning behavior, and the relationship conflict under these conditions strengthened exploratory learning behavior. When CEO’s transactional leadership level was high, or transformational leadership level was low, there existed the inverted U-shaped relationship between task conflict and exploratory learning behavior, and the relationship conflict under such conditions weakened exploratory learning behavior.
Originality/value
First, the authors challenge the assumption of linear mechanism of task conflict, trying to build the mechanism of curve hypothesis, and the nonlinear explanation might be able to integrate the inconsistent results in the existing literature. Second, according to the inconsistent results of relationship conflict in existing literature, this study takes perspective of the CEO-TMT and introduces CEO leadership behavior as a moderating variable to test the moderating effect of CEO leadership and clarifies the boundary conditions of TMT conflicts.
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This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves…
Abstract
Purpose
This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.
Design/methodology/approach
Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.
Findings
The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.
Practical implications
Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.
Originality/value
This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.
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Jun Liu, Pingping Fu and Songbo Liu
The purpose of this paper is to examine how different conflict‐handling approaches moderate the relationship between conflicts and TMT as well as firm performance by adopting the…
Abstract
Purpose
The purpose of this paper is to examine how different conflict‐handling approaches moderate the relationship between conflicts and TMT as well as firm performance by adopting the Thomas terminology.
Design/methodology/approach
CEOs, TMT members, and lower‐level employees of 200 firms in the telecommunication industry in Mainland China were surveyed. Survey data collected from 123 CEOs, 442 TMT members, and 894 employees and archival data of firm performance were matched for hierarchical regression modeling (HRM) analyses.
Findings
Results show relationship conflict reduces team cohesiveness and both relationship and task conflicts are negatively related to firm performance. With relationship conflict, the results show using compromising approach could help reduce its negative effects on TMT cohesiveness and firm performance; but avoiding either type of conflict will undermine both team and firm outcomes. Accommodating approach does not have significant moderating effect on conflict‐outcome relationships.
Research limitations/implications
The study reveals some interesting insights, but it does not include any contextual variables such as firm culture or team norms or climate which are shown to relate to both conflict types and conflict management approaches.
Originality/value
By examining the interplay between conflict types and conflict management approaches, the paper offers interesting insights into the connection between nature of conflicts, conflict management, employee‐rated TMT effectiveness, and objective firm performance.
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Carmen Camelo-Ordaz, Joaquin García-Cruz and Elena Sousa-Ginel
The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top…
Abstract
Purpose
The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration.
Design/methodology/approach
Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used.
Findings
The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict – either directly or indirectly – through behavioral integration.
Research limitations/implications
It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context.
Originality/value
Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.
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Yuzhen Duan, Xiaobao Peng, Qiong Gui, Haibin Zhou, Xuehe Zhang and Wei Song
This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity…
Abstract
Purpose
This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior.
Design/methodology/approach
Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry.
Findings
The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity.
Research limitations/implications
First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities.
Practical implications
Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity.
Originality/value
First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.
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Ping Ping Fu, Xue Huang Yan, Yongjuan Li, Erping Wang and Siqing Peng
The purpose of this paper is to explore answers to two research questions: what types of conflicts do top management team (TMT) members in Chinese firms deal with; and what…
Abstract
Purpose
The purpose of this paper is to explore answers to two research questions: what types of conflicts do top management team (TMT) members in Chinese firms deal with; and what approaches do they take to handle them?
Design/methodology/approach
Interview data were collected from 52 TMT members in 16 Chinese entrepreneurial high tech firms, and were transcribed, coded and analyzed according to Thomas's typology of conflict handling approaches.
Findings
Results show that conflicts in those TMTs were mostly task‐related and integration/ collaboration was the most frequently used approach to handle conflicts, in contrast to the findings of previous studies with Chinese managers that reported avoidance to be most preferred. It was found that the most preferred approach used in the team also relates to the leadership style of the team leader.
Research limitations/implications
Methodologically, the paper did not apply any quantitative approach to triangulate the findings for greater reliability nor did it propose predictors of any type of conflict‐handling approach. Also, analyses were done at the individual level. However, the results add to the conflict‐resolution literature, and provide insights on conflict resolution processes in Chinese TMTs, which, in turn, will help to understand better Chinese TMT processes.
Practical implications
The results provide very practical guidance to TMTs and help generalize the theories that have been developed based on Western practices.
Originality/value
The study is first of its kind to examine conflict type and conflict handling approaches; and in Chinese high tech firms. It offers some interesting insights to the topic.
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This study extends the literature on top management team (TMT) diversity and innovation by introducing entrepreneurial passion diversity as an important TMT affective component in…
Abstract
Purpose
This study extends the literature on top management team (TMT) diversity and innovation by introducing entrepreneurial passion diversity as an important TMT affective component in determining firm innovation performance. This paper draws on the knowledge-based view and proposes that TMT passion diversity, in terms of intensity separation and focus variety, may hinder the process of knowledge creation, and, in turn, reduce firm innovation performance.
Design/methodology/approach
The authors conduct a questionnaire survey using a simple random sampling technique and collect data from 195 small- and medium-sized enterprises in China. Ordinary least squares regression and a structural equation model are applied to test the hypotheses.
Findings
This study finds that TMT passion intensity separation has a negative effect on firm innovation performance via knowledge exchange and knowledge combination. TMT passion focus variety has a negative effect on firm innovation performance via knowledge combination.
Originality/value
This study highlights the affective diversity of entrepreneurial passion in TMTs and clarifies the detrimental role of TMT entrepreneurial passion diversity in innovation and knowledge creation. It contributes new insights to the literature on TMT diversity, knowledge management and entrepreneurial passion.
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Allen C. Amason and Ann C. Mooney
Research into the antecedents of TMT conflict has become increasingly popular in light of the effects that conflict can have on strategic decision making and organizational…
Abstract
Research into the antecedents of TMT conflict has become increasingly popular in light of the effects that conflict can have on strategic decision making and organizational performance. Of course, such performance becomes a part of the contextual backdrop against which future decisions are made. Thus, organizational performance is itself an important antecedent of TMT conflict. Using data drawn from the TMTs of 44 mid‐sized public firms, we demonstrate that cognitive and affective conflict relate differently to past performance. The implications of this research for efforts to effectively manage conflict during strategic decision making are discussed.