The Experts below are selected from a list of 15186 Experts worldwide ranked by ideXlab platform
Sabina Nielsen - One of the best experts on this subject based on the ideXlab platform.
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Top Management Team nationality diversity and firm performance a multilevel study
Strategic Management Journal, 2013Co-Authors: Bo Bernhard Nielsen, Sabina NielsenAbstract:This research reexamines the equivocal relationship between Top Management Team (TMT) diversity and firm performance. Combining upper echelons theory with insights from institutional theory, we establish a new, timely dimension of TMT diversity—nationality diversity—and develop an integrated multilevel framework explaining how its performance implications vary across contextual settings. We find that nationality diversity is positively related to performance; and this effect is stronger in (a) longer tenured Teams, (b) highly internationalized firms, and (c) munificent environments. More generally, our research demonstrates that the consequences of TMT diversity depend on the (1) specific attributes of diversity being considered and (2) firm and industry conditions under which strategic decisions take place. Copyright © 2012 John Wiley & Sons, Ltd.
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the role of Top Management Team international orientation in international strategic decision making the choice of foreign entry mode
Journal of World Business, 2011Co-Authors: Bo Bernhard Nielsen, Sabina NielsenAbstract:Abstract By applying the upper echelons perspective to international strategic decision-making, we examine the impact of managerial characteristics on the choice of foreign entry mode. We distinguish between Top Management Team (TMT) international experience and nationality diversity and propose the latter as a central yet understudied aspect of TMT composition that influences international decision-making with regard to choice of entry mode in a unique way. Our results show that while TMTs with international experience are more likely to choose full-control entry modes over shared-control entry modes, nationally diverse TMTs are more inclined to opt for shared-control over full-control entry modes when entering foreign markets. This highlights the need to treat TMT nationality diversity and international experience as two distinct characteristics influencing international strategic decision-making.
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Top Management Team diversity a review of theories and methodologies
International Journal of Management Reviews, 2009Co-Authors: Sabina NielsenAbstract:This paper reviews empirical research on Top Management Team (TMT) diversity. A number of scholars have concluded that upper echelons findings, in particular in terms of the consequences of TMT heterogeneity, have been inconclusive. This review conducts an in-depth analysis of conceptual and methodological issues related to upper echelons diversity studies and offers some directions for future research. Sixty journal articles, published in ten Top international journals over a 22-year period (1984–2005), were analyzed. The results suggest that upper echelons research is increasingly multidisciplinary in nature; however, in-depth inquiries into the antecedents of TMT composition and the multilevel contextual influences on the implications of TMT heterogeneity are still needed. This review finds that clarity about level of analysis, both theoretically and empirically, remains an important issue in the field and thus a multilevel approach is strongly encouraged. Moreover, the complexity of diversity as a theoretical construct needs to be acknowledged and operationalized accordingly in upper echelons studies.
Deanne Den N Hartog - One of the best experts on this subject based on the ideXlab platform.
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ethical and despotic leadership relationships with leader s social responsibility Top Management Team effectiveness and subordinates optimism a multi method study
Leadership Quarterly, 2008Co-Authors: Annebel H B De Hoogh, Deanne Den N HartogAbstract:In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs (N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior (n = 130) and a second group of direct reports (n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived Top Management Team effectiveness and subordinates' optimism about the future of the organization and their own place within it. © 2008 Elsevier Inc. All rights reserved.
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ethical and despotic leadership relationships with leader s social responsibility Top Management Team effectiveness and subordinates optimism a multi method study
Leadership Quarterly, 2008Co-Authors: Annebel H B De Hoogh, Deanne Den N HartogAbstract:Abstract In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs ( N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior ( n = 130) and a second group of direct reports ( n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived Top Management Team effectiveness and subordinates' optimism about the future of the organization and their own place within it.
Bo Bernhard Nielsen - One of the best experts on this subject based on the ideXlab platform.
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Top Management Team nationality diversity and firm performance a multilevel study
Strategic Management Journal, 2013Co-Authors: Bo Bernhard Nielsen, Sabina NielsenAbstract:This research reexamines the equivocal relationship between Top Management Team (TMT) diversity and firm performance. Combining upper echelons theory with insights from institutional theory, we establish a new, timely dimension of TMT diversity—nationality diversity—and develop an integrated multilevel framework explaining how its performance implications vary across contextual settings. We find that nationality diversity is positively related to performance; and this effect is stronger in (a) longer tenured Teams, (b) highly internationalized firms, and (c) munificent environments. More generally, our research demonstrates that the consequences of TMT diversity depend on the (1) specific attributes of diversity being considered and (2) firm and industry conditions under which strategic decisions take place. Copyright © 2012 John Wiley & Sons, Ltd.
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the role of Top Management Team international orientation in international strategic decision making the choice of foreign entry mode
Journal of World Business, 2011Co-Authors: Bo Bernhard Nielsen, Sabina NielsenAbstract:Abstract By applying the upper echelons perspective to international strategic decision-making, we examine the impact of managerial characteristics on the choice of foreign entry mode. We distinguish between Top Management Team (TMT) international experience and nationality diversity and propose the latter as a central yet understudied aspect of TMT composition that influences international decision-making with regard to choice of entry mode in a unique way. Our results show that while TMTs with international experience are more likely to choose full-control entry modes over shared-control entry modes, nationally diverse TMTs are more inclined to opt for shared-control over full-control entry modes when entering foreign markets. This highlights the need to treat TMT nationality diversity and international experience as two distinct characteristics influencing international strategic decision-making.
Elena Revilla - One of the best experts on this subject based on the ideXlab platform.
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is Top Management Team supply chain manager interaction the missing link an analysis of risk bearing antecedents for supply chain managers
International Journal of Operations & Production Management, 2018Co-Authors: Veronica H. Villena, Luis R Gomezmejia, Elena RevillaAbstract:Supply chain managers (SC managers) may make less than optimal decisions for the firm when facing compensation and employment risks. The purpose of this paper is to study two relevant factors (target setting and strategic importance of the supply chain function) that may drive SC managers to perceive more or less risk to their welfare.,The study combines survey data from 133 firms with secondary data in order to reduce source bias and enhance the validity of results. The authors also conducted interviews with supply chain and human resources managers.,The results show that Top managers can alter SC managers’ perceived risks. Ambitious targets drive compensation risk but not employment risk. The supply chain function’s strategic importance, on the other hand, decreases employment risk but increases compensation risk.,The authors emphasize two ways that the Top Management Team (TMT) influences SC managers’ perceived personal welfare but acknowledge that there may be others factors. Due to the Topic sensitivity, the authors could not collect data on all variables (e.g. individual characteristics) that may affect risk perception. The findings are based on Spanish firms and may not be generalized to other contexts.,This research proposes three suggestions. First, compensation and employment risks should be considered separately when designing compensation and evaluation systems. Second, appropriate performance targets may put compensation risk in a reasonable range that is neither too high to prevent risky-yet-beneficial decisions nor too low to allow nonfeasance. Third, escalating the supply chain’s strategic importance effectively offsets employment risk.,Scholars have repeatedly shown the negative outcomes of SC managers’ perceived compensation and employment risks. Yet, little attention has been given to their antecedents. The study explores two relevant antecedents and provides integrative empirical evidence regarding actions Top leaders can take to manage SC managers’ perceived risk and subsequently enhance firm performance.
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is Top Management Team supply chain manager interaction the missing link an analysis of risk bearing antecedents for supply chain managers
Social Science Research Network, 2018Co-Authors: Veronica H. Villena, Luis R Gomezmejia, Elena RevillaAbstract:Purpose – Supply chain managers (SC managers) may make less than optimal decisions for the firm when facing compensation and employment risks. The purpose of this paper is to study two relevant factors (target setting and strategic importance of the supply chain function) that may drive SC managers to perceive more or less risk to their welfare. Design/methodology/approach – The study combines survey data from 133 firms with secondary data in order to reduce source bias and enhance the validity of results. The authors also conducted interviews with supply chain and human resources managers. Findings – The results show that Top managers can alter SC managers’ perceived risks. Ambitious targets drive compensation risk but not employment risk. The supply chain function’s strategic importance, on the other hand, decreases employment risk but increases compensation risk. Research limitations/implications – The authors emphasize two ways that the Top Management Team (TMT) influences SC managers’ perceived personal welfare but acknowledge that there may be others factors. Due to the Topic sensitivity, the authors could not collect data on all variables (e.g. individual characteristics) that may affect risk perception. The findings are based on Spanish firms and may not be generalized to other contexts. Practical implications – This research proposes three suggestions. First, compensation and employment risks should be considered separately when designing compensation and evaluation systems. Second, appropriate performance targets may put compensation risk in a reasonable range that is neither too high to prevent risky-yet-beneficial decisions nor too low to allow nonfeasance. Third, escalating the supply chain’s strategic importance effectively offsets employment risk. Originality/value – Scholars have repeatedly shown the negative outcomes of SC managers’ perceived compensation and employment risks. Yet, little attention has been given to their antecedents. The study explores two relevant antecedents and provides integrative empirical evidence regarding actions Top leaders can take to manage SC managers’ perceived risk and subsequently enhance firm performance.
Annebel H B De Hoogh - One of the best experts on this subject based on the ideXlab platform.
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ethical and despotic leadership relationships with leader s social responsibility Top Management Team effectiveness and subordinates optimism a multi method study
Leadership Quarterly, 2008Co-Authors: Annebel H B De Hoogh, Deanne Den N HartogAbstract:In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs (N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior (n = 130) and a second group of direct reports (n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived Top Management Team effectiveness and subordinates' optimism about the future of the organization and their own place within it. © 2008 Elsevier Inc. All rights reserved.
-
ethical and despotic leadership relationships with leader s social responsibility Top Management Team effectiveness and subordinates optimism a multi method study
Leadership Quarterly, 2008Co-Authors: Annebel H B De Hoogh, Deanne Den N HartogAbstract:Abstract In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs ( N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior ( n = 130) and a second group of direct reports ( n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived Top Management Team effectiveness and subordinates' optimism about the future of the organization and their own place within it.
