Top management team functional diversity and organizational innovation in China : The moderating effects of environment

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalNot applicablepeer-review

72 Scopus Citations
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Detail(s)

Original languageEnglish
Pages (from-to)110-120
Journal / PublicationStrategic Management Journal
Volume34
Issue number1
StatePublished - Jan 2013

Abstract

While conflicts (cognitive and affective) have been considered as important process variables to better understand the mixed findings on the relationship between top management team functional diversity and organizational innovation, such an input-process-outcome model is still incomplete without considering the environmental factors. This study was formulated to assess the importance of both competitive and institutional environments in moderating such upper echelon effects within a transition economy. The chief executive officers and chief technology officers of 122 Chinese firms were surveyed and both competitive uncertainty and institutional support were found to shape top management team decision making processes and their outcomes. © 2012 John Wiley & Sons, Ltd.

Research Area(s)

  • business environment, institutional support, management team conflicts, management team diversity, organizational innovation