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Article

Siobhan Alderson

Presents an original top management team‐based approach tomanagement competences. Based on the results of a survey of thousands oftop executives across Europe and many…

Abstract

Presents an original top management team‐based approach to management competences. Based on the results of a survey of thousands of top executives across Europe and many years of in‐depth consultancy and research with top executives, presents a practical guide to the key top management team competences identified by top executives as essential to success and to the impact of poor performance in these key competence areas. Additionally, presents the results in a cross‐cultural framework and outlines the need, in an international business environment, for a heightened understanding of the impact of cultural differences in management behaviour, performance, and expectations. Also considers the management development implications of the findings.

Details

Personnel Review, vol. 22 no. 6
Type: Research Article
ISSN: 0048-3486

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Book part

René Olie

Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top

Abstract

Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top management teams including their international diversity and their societal and cultural underpinnings. This paper provides a recent overview of empirical studies addressing the international dimension of top management teams and identifies avenues for future research. Particular attention is paid to the role of the institutional and cultural societal context in shaping the configuration of top management.

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The Past, Present and Future of International Business & Management
Type: Book
ISBN: 978-0-85724-085-9

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Article

A.P. Kakabadse, Siobhan Alderson, Collin Randlesome and Andrew Myers

Presents an analysis of Austrian top managers and top managementteams based on data gathered from Austrian managers in 301 separateorganizations. Through the data…

Abstract

Presents an analysis of Austrian top managers and top management teams based on data gathered from Austrian managers in 301 separate organizations. Through the data collected, builds and presents a comprehensive picture of the current state of Austrian management. Also gives a profile of how Austrian managers compare in certain key competence areas with managers from some of the other European countries in which similar research has been conducted. Shows that in general, Austrian management teams have few interpersonal or value‐based interaction difficulties, but that their key problems, and the key development issues facing them, lie in their ability to understand and manage the structure of their organizations, long‐term issues, and the increasingly competitive and global markets and environments into which their companies are entering. Shows that it is these key areas which are the major sources of conflict, sensitivity, and difficulty within Austrian top management teams. Based on these findings, presents some management development recommendations for Austrian managers to assist in broadening their management competences and thus enhancing their personal, organizational, and business success.

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Journal of Managerial Psychology, vol. 8 no. 4
Type: Research Article
ISSN: 0268-3946

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Book part

René Olie and Ad van Iterson

Since the mid-1980s, much research attention has been devoted to top management teams and their impact on the strategic behavior and performance of firms. In particular…

Abstract

Since the mid-1980s, much research attention has been devoted to top management teams and their impact on the strategic behavior and performance of firms. In particular, this research has focused on the role of top managers’ background, values, and experiences in explaining the choices they make. So far, this research has largely failed to address the national context in which top management teams are formed and operate. Empirical studies have typically involved top management teams of U.S. firms. Other studies are rare, and when they exist, they usually do not take the national context into account. This paper explores the impact of national context characterized by society-specific value systems and institutions, on the composition, organization, and functioning of top management. We address three topics in particular: (1) national variations in the structure and practices of top management and their implications for managerial choices; (2) national governance systems that define and constrain the tasks and functioning of top management teams; and (3) national institutions that help to define managerial selection, promotion, and career patterns.

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Managing Multinationals in a Knowledge Economy: Economics, Culture
Type: Book
ISBN: 978-0-76231-050-0

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Article

Iman Harymawan, Mohammad Nasih and John Nowland

How do shareholders know if corporate managers are doing their jobs? This paper aims to propose using top management team meetings as a measure of the behavior of company…

Abstract

Purpose

How do shareholders know if corporate managers are doing their jobs? This paper aims to propose using top management team meetings as a measure of the behavior of company managers. More meetings may indicate effective effort by top management to enhance company performance. Alternatively, more meetings may reflect procrastination and decision paralysis.

Design/methodology/approach

Using top management team meeting data publicly disclosed by Indonesian companies during 2010–2017, this study tests for these hypothesized relationships between top management team meeting frequency and firm performance.

Findings

This study found that top management team meetings are positively related to firm performance, indicating that more meetings do represent more effective effort by top management teams. Further analysis shows that only firms that consistently hold more meetings than their peers perform better, particularly during periods of poor performance.

Originality/value

This study highlights top management team meetings as a valid signal of management effort and suggests there should be louder calls for disclosure of these types of executive performance metrics around the world.

Details

Accounting Research Journal, vol. 33 no. 6
Type: Research Article
ISSN: 1030-9616

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Article

Sheila Jackson, Elaine Farndale and Andrew Kakabadse

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study…

Abstract

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

Details

Journal of Management Development, vol. 22 no. 3
Type: Research Article
ISSN: 0262-1711

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Article

Fabian Hattke and Steffen Blaschke

The purpose of this paper is to evaluate the influence of top management team diversity on academic excellence in universities. Academic excellence is conceptualized as…

Abstract

Purpose

The purpose of this paper is to evaluate the influence of top management team diversity on academic excellence in universities. Academic excellence is conceptualized as successfully gaining funds for inter-organizational research collaborations, interdisciplinary graduate schools and high-ranked scientific reputation.

Design/methodology/approach

The study applies upper echelon theory to universities. Three hypotheses are developed: (overall) top management team heterogeneity is positively associated with successful funding of excellence clusters, (overall) top management team heterogeneity is positively associated with successful funding of graduate schools and (overall) top management team heterogeneity is positively associated with academic reputation. The empirical study is based on a cross-sectional dataset with a time lag, covering characteristics of 75 German public universities from 2008 to 2013. Multiple-regression analysis is applied to test the hypotheses.

Findings

Our results indicate that disciplinary and educational diversity of upper echelons has a positive effect on the outcomes. Other top management team characteristics (age, gender, etc.) show no significant effects. Besides top management team composition, we find that a high number of faculties and a broad inclusion of internal status groups (students, tenured faculty, academic and administrative staff) and external stakeholders in decision making processes may enhance academic excellence of universities.

Research limitations/implications

First, the study contributes to the body of literature concerned with higher education. It is situated at the crossroads of management studies and higher education research, unlocking strategic management theorizing for the public context. Furthermore, the study contributes to the body of literature on strategic leadership in pluralistic organizations. It highlights the importance of heterogeneous governance structures and modular organization designs for achieving academic excellence.

Practical implications

The paper may inform practitioners in administrative or leading positions and policy-makers concerned with higher education. The more diverse a top management team is in terms of multiple disciplinary backgrounds, the more likely they succeed in driving the university toward academic excellence.

Originality/value

The study is among the first to evaluate the influence of top management teams in universities with a quantitative research design.

Details

Team Performance Management: An International Journal, vol. 21 no. 3/4
Type: Research Article
ISSN: 1352-7592

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Article

Andrew Kakabadse, Siobhan Alderson and Liam Gorman

Reports a review of the Irish economic and political scene asbackground to a survey of best practice in Irish top management.Addresses issues of the competences required…

Abstract

Reports a review of the Irish economic and political scene as background to a survey of best practice in Irish top management. Addresses issues of the competences required to induce added value performance from total organization. Four long‐term consultancy assignments in different sectors led to the drafting of a questionnaire distributed by the Irish Management Institute; 96 companies took part. Key competences emerged as: vision; team building; practising appropriate personal skills; communication; and generating a success‐oriented culture. Recommendations are given for top level management development.

Details

Journal of Managerial Psychology, vol. 7 no. 2
Type: Research Article
ISSN: 0268-3946

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Article

Arpita Agnihotri

– The purpose of this study was to analyze the impact of top management teams on firms' value chain action intensity and value chain activity heterogeneity.

Abstract

Purpose

The purpose of this study was to analyze the impact of top management teams on firms' value chain action intensity and value chain activity heterogeneity.

Design/methodology/approach

The study was conducted from an emerging market perspective. The sample was based on the secondary data collected from three fast-growing industries in India: automobile, pharmaceutical and fast-moving consumer goods over the three-year period from 2009 to 2012. The Panel Poisson and Tobit regression have been used to conduct this study.

Findings

Drawing upon the upper echelon theory, the author found that a top management team's educational level, functional heterogeneity and total organizational tenure influence value chain action intensity and value chain activity heterogeneity.

Originality/value

The author introduces the concept of value chain action intensity and value chain action heterogeneity and investigates the role of the upper echelon in influencing intensity and heterogeneity.

Details

Competitiveness Review, vol. 24 no. 3
Type: Research Article
ISSN: 1059-5422

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Book part

Wan Nailah Abdullah and Roshima Said

The chapter focuses on the personal characteristics of top executives in companies involved in corporate financial crime as well as the introduction of human governance as…

Abstract

The chapter focuses on the personal characteristics of top executives in companies involved in corporate financial crime as well as the introduction of human governance as one of the mechanisms in preventing corporate misbehaviour. This chapter discusses directors’ and top management teams’ personal characteristics – in the context of corporate governance – that may influence the occurrence of corporate financial crime. The study further proposes the human governance factor as a possible mechanism to improve corporate governance in preventing such misbehaviour. This chapter highlights the personal characteristics of top executives, which may become the indicators of corporate financial crime, as well as human governance, which is shown to be one of the most important mechanisms of corporate governance for corporate financial crime prevention.

Details

Redefining Corporate Social Responsibility
Type: Book
ISBN: 978-1-78756-162-5

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