The Effects of CEO National Culture and Top Management Team National Cultural Diversity on Strategic Choices, Firm Performance, and Executive Compensa

一项关于国家文化对多元文化团队战略决策和决策过程影响的调查，涉及使用定量方法来评估当文化价值观的平衡（使用Hofstede的数据测量）不同时，高层管理团队是否表现更好，是否更有可能采取某些战略方法。我们还关注了一些变量，比如文化多元化团队中的团队内部冲突水平，以及这些团队在多大程度上拥有影响结果的管理自由裁量权。该研究还对文化价值观对高管薪酬及其结构的影响感兴趣，例如，更个人主义的经理是否倾向于获得更高的绩效薪酬，以及权力距离高的首席执行官是否与薪酬第二高的高管存在更大的收入差异。该研究聚焦于现有文献中的一些空白，提出整合汉布里克和梅森（1984）的上层梯队理论和霍夫斯泰德（1980）的文化价值理论，以回答有关高管国家背景对一系列组织成果（如绩效、战略选择、高管薪酬）影响的新问题。还建议更广泛地研究多元文化团队中的决策，通过使用定性和实验方法来观察参与者的确切文化价值观（通过价值观调查衡量）已知的情况下的决策过程和行为。

An investigation into the effects of national culture on strategic decision making and decision-making processes in multicultural teams, involving the use of quantitative methods to assess whether top executive teams perform better and are more likely to engage in certain strategic approaches when the balance of cultural values (measured using Hofstede's data) differs, with attention paid to variables such as the levels of intra-group conflict in culturally diverse teams and the extent to which these teams have managerial discretion to affect outcomes. The research is also interested in the effects of cultural values on top executives' compensation packages and the structure of these, for example whether more individualistic managers tend to have higher rates of performance-contingent pay and whether CEOs with high power distance have a greater earnings discrepancy with the next highest paid executive. The research focuses on a number of gaps in the existing literature, proposing an integration of Hambrick and Mason's (1984) Upper Echelons Theory and Hofstede's (1980) theory of cultural values in order to answer new questions about the effects of top executives' national backgrounds on a range of organisational outcomes (e.g. performance, strategic choices, executive compensation). It is also proposed to study decision-making in multicultural teams more generally by using qualitative and experimental methods to observe decision-making processes and behaviours in instances where the exact cultural values of participants (as measured by values surveys) are known.