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This study aims to tackle the influence of top management team (TMT), socialization capabilities and their interactions on absorptive capacity (ACAP). Specifically, this paper examines a TMT’s diversity and coordination as an “enabler” with the potential to trigger the processes involved in the generation of ACAP.

The authors relied on a database comprising 96 manufacturing firms in a developing country. Due to the model suggested as well as the sample size, they opted for a PLS-SEM methodology.

The empirical results show that TMT diversity is not significantly related to firm’s ACAP. Additionally, they provide evidence for a mediation of the relationship between a TMT coordination and ACAP through socialization capabilities.

This paper presents a theoretical framework that underscores the influence of TMT on different dimensions of ACAP. Based on the upper echelon theory, the authors suggest that this is of utmost importance given that the extent to which knowledge is acquired, integrated and exploited within the firm can be contingent on the configuration and collaborative structure of the TMT. The results show that TMT coordination influences firm’s ACAP when it is complemented effectively by structural mechanisms for fostering greater communication, collaboration and cohesiveness between the members of an organization.

To configure a TMT merely to have diversity or guarantee the coordination between the team members is not enough to foster firm’s ACAP. An alignment of a coordinated TMT with the possibility for employees to freely communicate across functional areas and hierarchical limits is a prerequisite for the acquisition, assimilation, transformation and exploitation of external knowledge.

The authors consider that this study raises areas for further consideration in efforts to understand how individual-based resources (e.g. TMT configuration) can be transformed into systemic knowledge-based capability (e.g. ACAP).

Este estudio tiene como objetivo analizar la influencia del Equipo de alta dirección (TMT) y las capacidades de socialización de una empresa sobre su capacidad de absorción. Específicamente, este documento examina en primer lugar, la diversidad y coordinación del TMT como “facilitadores” con el potencial de desencadenar los procesos involucrados en el desarrollo de la capacidad de absorción empresarial y, en segundo lugar, estudia un efecto de mediación de la coordinación del TMT a través de las capacidades de socialización de la organización.

El análisis está basado en una muestra de 96 empresas manufactureras en un país en desarrollo. Debido al modelo sugerido, así como al tamaño de la muestra, optamos por una metodología PLS-SEM.

Los resultados muestran que la diversidad del TMT no está significativamente relacionada con la capacidad de absorción de la empresa. Además, la evidencia muestra que la coordinación del TMT influye en la capacidad de absorción de la empresa cuando se complementa de manera efectiva con mecanismos estructurales orientados a fomentar una mayor comunicación, colaboración y cohesión entre los miembros de una organización.

Configurar un TMT simplemente para tener diversidad o garantizar la coordinación entre los miembros del equipo no es suficiente para fomentar la capacidad de absorción de la empresa. Una alineación de un TMT coordinado con la posibilidad de que los empleados se comuniquen libremente a través de áreas funcionales y límites jerárquicos es un pre-requisito para la adquisición, asimilación, transformación y explotación del conocimiento externo.

Este artículo presenta un marco teórico que subraya la influencia del TMT sobre diferentes dimensiones de la capacidad de absorción. Basándonos en la Teoría del escalón superior, sugerimos que esta relación es de suma importancia, dado que la medida en que el conocimiento se adquiere, se integra y se explota dentro de la empresa puede depender de la configuración y la estructura de colaboración del TMT. Los autores consideran que este estudio plantea nuevas consideraciones en lo que respecta a los esfuerzos por comprender cómo los recursos y capacidades individuales (por ejemplo, la configuración del TMT) se pueden transformar en una capacidad sistémica basada en el conocimiento (por ejemplo, capacidad de absorción)

Capacidad de absorción, Equipo de alta dirección, Capacidades de socialización, Coordinación del equipo de alta dirección, Diversidad del equipo de alta dirección, PLS-SEM

Artículo de investigación

Este estudo tem como objetivo analisar a influência do top management team (TMT) e as capacidades de socialização de uma empresa em sua capacidade de absorção. Especificamente, este artigo examina a diversidade e a coordenação do TMT como “facilitadores” com potencial para desencadear os processos envolvidos no desenvolvimento da capacidade de absorção de negócios e, em segundo lugar, estuda um efeito de mediação da coordenação de TMT para através das capacidades de socialização da organização.

A análise é baseada em uma amostra 96 empresas de manufatura em um país em desenvolvimento. Devido ao modelo sugerido, bem como ao tamanho da amostra, optamos por uma metodologia PLS-SEM.

Os resultados mostram que a diversidade do TMT não está significativamente relacionada à capacidade de absorção da empresa. Além disso, as evidências enfatizam que a coordenação das TMT influencia a capacidade de absorção da empresa quando é efetivamente complementada por mecanismos estruturais que visam promover maior comunicação, colaboração e coesão entre os membros de uma organização.

Configurar um TMT simplesmente para ter diversidade ou garantir a coordenação entre os membros da equipe não é suficiente para estimular a capacidade de absorção da empresa. Um alinhamento de um TMT coordenado com a possibilidade de os funcionários se comunicarem livremente através de áreas funcionais e limites hierárquicos é um pré-requisito para a aquisição, assimilação, transformação e exploração de conhecimento externo.

Este artigo apresenta um referencial teórico que destaca a influência do TMT em diferentes dimensões da capacidade de absorção. Com base na teoria do escalão superior, sugerimos que essa relação é muito importante, uma vez que a medida em que o conhecimento é adquirido, integrado e explorado dentro da empresa pode depender da configuração e estrutura de colaboração do TMT. Os autores consideram que este estudo levanta novas considerações sobre os esforços para entender como os recursos e capacidades individuais (por exemplo, configuração TMT) podem ser transformados em uma capacidade sistêmica baseada no conhecimento (por exemplo, capacidade de absorção)

Capacidade de absorção, Equipe de alta gerência, Capacidade de socialização, Coordenação da equipe de alta gerência, D da equipe de alta gerência, PLS-SEM

Artigo de pesquisa

This paper aims to investigate the impact of exploratory innovation on the quality of new product development (NPD), and how do polychronicity of the top management team (TMT) and interfunctional coordination (IFC) moderate the above relationship.

The hypotheses were tested by the survey data of 210 Chinese enterprises. Hierarchical regression analyzes were used to test the hypotheses in this research.

The results indicate that exploratory innovation facilitates NPD quality. TMT polychronicity weakens the effect of exploratory innovation on NPD quality. IFC strengthens the effect of exploratory innovation on NPD quality.

This study provides managers with insight on the relationship between exploratory innovation and NPD quality. To improve NPD quality, managers should be paying more attention to exploratory innovation. Furthermore, this study helps managers to understand how the relationship changes with the increases of TMT polychronicity and IFC.

This study highlights the value of exploratory innovation in increasing NPD quality based on the knowledge-based view. By incorporating TMT polychronicity and IFC based on the attention-based view, it offers much richer understandings of how exploratory innovation affects NPD quality.

Aiming at the key issue of interpersonal interaction process between successors and top management teams in the context of family business trans-generational entrepreneurship, this paper aims to explore the motivation, action and results of interpersonal conflict between these two subjects mentioned above.

This paper uses grounded theoretical research methods based on the research objects of three family businesses with both inheritance and transformation needs.

Motivation difference, mediation mode and relationship utilization, that is, the successor and top management team take the goal-orientation, interest orientation and rational tendency as the starting point for relationship coordination. Then it mediates the interpersonal conflicts through compromise, collaboration and compliance, and ultimately provide successors with resources, opportunities, capabilities and motivation advantages to promote trans-generational entrepreneurship. Second, the path of relationship coordination comes from the background of social embedding, that is, the motivation difference comes from the embedding of motivation seeking, the mediation mode comes from the embedding of mediation elements and the relationship utilization comes from the embedding of relationship optimization. The research conclusions not only provide a theoretical framework for family businesses to solve the problems of interpersonal conflicts faced by family businesses but also have practical guiding significance for the trans-generational entrepreneurship.

There are two theoretical contributions in this study. First, the research starting point of social embeddedness theory from the perspective of interpersonal relationships at the microlevel is revised. Since Granovetter (Granovetter, 1985) put forward the theory of social embeddedness, its research scope has been gradually expanded, but the mainstream research in the past focused on analyzing the social network embeddedness of enterprises to obtain social capital from the macro- and meso-level (Nahapiet and Ghoshal, 1998). In fact, this may deviate from the essential interpretation of Granovetter’s theory of social embeddedness, while this study returns to the study of interpersonal relationships. Second, a theoretical model of relationship coordination for successors and top management team is put forward in general. On the basis of the motivation, action and result of interpersonal interaction between the successor and top management team, the interpersonal coordination action path and embedded logic during trans-generational entrepreneurship of family businesses are revealed, which enriched the research scope of social embedded theory in family business.

The purpose of this paper is to test the mediating role of top management team (TMT) team trust in examining the relationship between team processes (internal and external) and human resource management (HRM) decision performance (quality and satisfaction) in the context of the People’s Republic of China.

The sample data of this study include 524 team members from 76 TMTs in east China’s Shanghai, Jiangsu, Zhejiang, Anhui provinces. IBM SPSS AMOS 22.0 software was employed for the data analysis.

The study finds that TMT internal and external processes have significant positive effects on HRM decision quality and satisfaction. The study further finds that TMT team trust partially mediates the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction.

This research provides useful insights into the role of TMT team trust in enhancing managerial decision performance.

This study is among the limited studies that explore the influence of team trust in the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction among TMTs in China. This study has extended TMT knowledge in mainstream management with guidelines on how to enhance organizational decision performance.

With many years’ economic transformation from “Made in China” to “Created in China,” the State Council has set May 10th as annual “China’s Brand Day” from 2017. This action indicates the implementation of brand strategy and the new national policy of promoting China’s brands. The purpose of this paper is to examine the influence of marketing background of top management team (TMT) on trademark and brand output.

Using the trademark application data of Chinese-listed companies, this paper constructs a multiple linear regression model and uses the OLS method. This research also uses two-stage regression to examine the effect of endogeneity on the results.

Our results show that the higher the proportion of executives with marketing background in TMT, the more the number of trademark applications. Furthermore, we document that the positive impact of TMT marketing background on the number of trademark applications is more pronounced in non-state-owned enterprises, companies with more patent output and companies whose CEO has marketing background, indicating that when TMT can play a bigger role, companies have better innovation ability and team collaboration is more efficient, the promoting role of TMT marketing background on the number of corporate trademark applications will be stronger.

This research focuses on the world’s largest emerging economy – China, which is different from the existing literature that is mainly based on western developed countries. With China’s economy stepping into a new normal and consumption upgrading, it is important and worthy of a deep discussion about which factors affect the company’s trademark and brand management.

The purpose of this paper is to investigate the relation between countries’ values of individualism/collectivism and organizations’ top management team (TMT) pay structures. Individualistic countries are expected to prefer more hierarchical TMT pay structures and collectivist countries are expected to prefer more egalitarian TMT pay structures. The manuscript also investigates the international implications of the relation between TMT pay structures and organizational performance. Specifically, it is proposed that a country’s level of individualism/collectivism will mediate the relation between TMT pay structure hierarchy and organizational performance.

A pooled sample of data from 56 organizations in 12 countries was used to investigate the research questions. Individualism/collectivism was measured using country specific individualism/collectivism scores and top management pay structures were operationalized using Gini coefficients. Organizational performance was evaluated using return on assets.

Support was found both for a preference for more hierarchical TMT pay structures in individualistic countries, and that a country’s level of individualism/collectivism mediates the relationship between an organization’s top management’s pay structure and company performance.

Findings demonstrate that organizations use pay structures consistent with their environments. Results suggest cultural dimensions can contribute to understanding cross-national TMT pay structures and that national culture plays a significant role in the relationship between TMT pay structure and company performance.

This paper aims to investigate what activities allow the firm to efficiently and effectively integrate social media into its strategic marketing activities.

As the current research investigates a new area of focus in the literature, an exploratory study consistent with the adoption of new technology in a firm was used to identify salient activities. In-depth interviews with those who oversee their firm’s social media strategies were conducted to discover and assess organizational activities.

Findings suggest that many firms did not adopt organizational activities important for effective social media execution, leading us to the view social media as the “step-child” of corporate functions, not receiving resources more traditional functions would receive; those responsible for the social media function, an exercise in external communications, may be hampered by poor internal communications; and few firms have defined and measured goals for social media where employees are held accountable for supporting an overall marketing strategy.

The findings point the way for future confirmatory empirical research of organizational activities, top management team support and effective internal communication in the rapid-response environment of social media. Findings also provide implications for marketing practitioners for the use and measurement of social media to achieve marketing objectives.

The current research is meaningful and unique in that it approaches social media from the organizational process perspective, which has received little attention in the social media literature.

The purpose of this paper is to argue for the institutionalisation of emergent forms of organisation in health and social care and offer a conceptual framework for this purpose.

Drawing on ethnographic research on the organising work of nurses and Translational Mobilisation Theory, this paper extends two classic Straussian sociological concepts – illness trajectory and articulation work – to conceptualise emergent organisation as Care Trajectory Management.

Failures of coordination are well-recognised threats to quality and safety and recent decades have witnessed an explosion of neoliberal technologies and governance arrangements designed to “measure and manage” these risks. Yet in a significant and growing proportion of health and social care provision successful service integration depends not on rational planning, but iterative negotiations and adjustments in response to contingencies. While ubiquitous in health and social care systems, these emergent forms of organisation lack legitimacy, the work involved is relatively invisible and practice is poorly served by prevailing management discourses.

The Care Trajectory Management Framework provides an alternative discourse and logic on which to develop strategies and technologies to support emergent organisational processes in acute and community care contexts.

The purpose of this paper is to examine the effects of the compensation level and the gap between the chief executive officer (CEO) and the top management team (TMT) with respect to the rhythm of firm internationalization.

The approach takes the form of an empirical analysis. The authors use longitudinal data (1997-2006) of a sample of 345 publicly-listed firms in Taiwan.

The results show that higher CEO compensation will lead to regular foreign expansion. The CEO–TMT compensation gap has a curvilinear effect on the rhythm of firm internationalization.

These findings highlight that the compensation structure has a significant influence on a firm ' s internationalization strategy. This research contributes to the literature linking strategic human resource management and corporate strategy in terms of firm internationalization.

When firms consider regular foreign expansion, the compensation committee should design a high total compensation level and appropriate the compensation gap between the CEO and TMT members.

This study sheds light on how the compensation of the upper echelons determines whether the internationalization rhythm is regular or irregular. Moreover, the study examines how internal contingencies, such as performance, moderate the relationship between the upper echelons’ compensation and the internationalization rhythm.

The purpose of this paper is to introduce translational mobilization theory (TMT) and explore its application for healthcare quality improvement purposes.

TMT is a generic sociological theory that explains how projects of collective action are progressed in complex organizational contexts. This paper introduces TMT, outlines its ontological assumptions and core components, and explores its potential value for quality improvement using rescue trajectories as an illustrative case.

TMT has value for understanding coordination and collaboration in healthcare. Inviting a radical reconceptualization of healthcare organization, its potential applications include: mapping healthcare processes, understanding the role of artifacts in healthcare work, analyzing the relationship between content, context and implementation, program theory development and providing a comparative framework for supporting cross-sector learning.

Poor coordination and collaboration are well-recognized weaknesses in modern healthcare systems and represent important risks to quality and safety. While the organization and delivery of healthcare has been widely studied, and there is an extensive literature on team and inter-professional working, we lack readily accessible theoretical frameworks for analyzing collaborative work practices. TMT addresses this gap in understanding.