Team member functional background and involvement in management teams: direct effects and the moderating role of power centralization

Article Abstract:

The multifunctional teams like the management teams have various members with different background, knowledge, experience and expertise which can solve problems and also help in decision making. The factors that influence the pattern of intrateam decision are the positions held by the team members and also by the members who perform the job of key uncertainties, hence the relationship between functional background and the process of involvement in decision making is responsible for power centralization in the team.

Decision-making, Group, Group decision making

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The genesis of top management team diversity: Selective turnover among top management teams in Dutch newspaper publishing, 1970-94

Article Abstract:

A longitudinal model explaining diversity within top executive management teams from the perspective of selective turnover is developed and tested on a population of top executive teams of the Big Five Dutch publishers over a 25-year period. It is proposed that executive team power strengthens a cycle of 'homosocial reproduction' that is interrupted only when teams face compelling needs for diversity as poor organizational performance, and tough market competition.

Denmark, Employee turnover, Labour turnover

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Learning and performance in multidisciplinary teams: The importance of collective team identification

Article Abstract:

The expertise diversity's relationship with team learning and team performance under varying levels of collective team identification is examined among multidisciplinary teams in the oil and gas industry. It is found that expertise diversity is negatively related to team learning and performance in teams with low collective identification, and positively related in teams with high collective identification.

United States, Science & research, Research, Analysis, Influence, Teaching teams, Team teaching, Diversity training

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