The influence of top management team heterogeneity on firms' competitive moves
The influence of top management team heterogeneity on firms' competitive moves
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DOI：
10.2307/2393871
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发表时间：
1996-12-01
影响因子：
10.4
通讯作者：
Chen, MJ
中科院分区：
文献类型：
--
作者：
Hambrick, DC;Cho, TS;Chen, MJ
本文通过关注高层管理团队的特征，特别是团队异质性，而不是更经常研究的这种行为的环境和组织决定因素，探讨了企业竞争行为的高管起源。我们认为竞争行动和反应代表了不同的决策情况，我们提出了关于异质性如何增强某些竞争行为而损害其他竞争行为的命题。通过对32家美国航空公司8年来的行动和回应的大量样本，我们发现结果在很大程度上符合我们的主张。在职能背景、教育程度和公司任期方面不同的高层管理团队表现出相对较大的行动倾向，他们的行动和反应都是相当大的。相比之下，异质团队的行动和反应速度较慢，并且比同质团队更不可能对竞争对手的倡议做出反应。因此，虽然团队异质性是一把双刃剑，但就市场份额和利润的变化而言，其对航空公司业绩的总体净影响是积极的。
This paper explores the executive origins of firms' competitive moves by focusing on top management team characteristics, specifically on team heterogeneity, rather than on the more often studied environmental and organizational determinants of such behaviors, Arguing that competitive actions and responses represent different decision situations, we develop propositions about how heterogeneity may enhance some competitive behaviors but impair others. With a large sample of actions and responses of 32 U.S. airlines over eight years, we find results that largely conform to our propositions. The top management teams that were diverse, in terms of functional backgrounds, education, and company tenure, exhibited a relatively great propensity for action, and both their actions and responses were of substantial magnitude. Heterogeneous teams, by contrast, were slower in their actions and responses and less likely than homogeneous teams to respond to competitors' initiatives. Thus, although team heterogeneity is a double-edged sword, its overall net effect on airline performance, in terms of changes in market share and profits, was positive.