Diversification posture and top management team characteristics

Article Abstract:

This study's argument is that a firm's diversification posture determines the degree of integration it needs across business units, which in turn influences the ideal composition of its corporate top management team. Archival data from 134 firms revealed that the degreee of social cohesion and type of knowledge base within a firm's top management team were related to the degree of interdependence the firm's diversification posture demanded. Contrary to our hypotheses, experience in core functional areas among top team members was positively related to corporate performance in low-interdependence firms and negatively related to it in high-interdependence firms. (Reprinted by permission of the publisher.)

Research, Analysis, Organizational effectiveness, Strategic planning (Business), Diversification in industry, Industrial diversification

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Toward an empirical prioritization of contingency variables for business strategy

Article Abstract:

This contingency theory study uses Chow tests to prioritize contingency variables and found that: sector type, industrial or consumer; purchase infrequency; and product life cycle stage had the most significant impact on the relationship between strategy and return on investment. However, all variables proved to be statistically significant.

Methods, Planning, Management research

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Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams

Article Abstract:

Large demographic faultlines between factions engender task conflict, emotional conflict, and behavioral disintegration, which in turn lead to poor performance. The model is tested using data from seventy-one joint venture management groups and the gathered data in two waves strongly supported the above propositions.

Influence, Work groups, Teamwork (Workplace), Employee performance

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