Top management group heterogeneity and firm performance

Article Abstract:

The relationship between senior management group composition and overall firm performance among food and oil companies is analyzed. It is hypothesized that homogenous senior management groups would be more effective when market competition is intense, and that heterogenous senior management groups would be more effective during times of organizational change. Data was collected from a sample of 84 Fortune 500 food and oil companies during the period from 1967 to 1981. Results offer partial support for the hypothesis and highlight experimental problems associated with accurately separating and measuring firm performance determinants.

Corporate directors, Interpersonal relations, Social interaction

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The dynamics of continuous innovation in scale-intensive industries

Article Abstract:

Formulating the generation and utilization of new technologies into a continuous process has allowed researchers to explain why some industries succeed in dematuring. The research was conducted on the scale-intensive Japanese automotive and consumer electronics durables industries. It has been proposed that a specific 'inter-group dynamics', or hyper-learning process, is generated by a type of positive-sum game played among a variety of market entrants. Continuous innovation and industrial evolution have been coupled by the firms' inclinations towards offensive management and product-cum-process innovation.

Japan, Consumer electronics industry, Automobile industry, Corporate growth

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Strategic orientation and top management attention to control systems

Article Abstract:

Management control systems, formal procedures utilizing information to control organizational activity, are viewed as strategic implementation tools for management. Management control systems include information systems for budgeting, planning, and cost control. A study of 30 US corporations in the health care products industry was conducted to elucidate the circumstances under which management uses management control systems as a tool to implement strategic initiatives. Research results reveal that the vision of top management is the key variable for the interactive management control systems.

Management information systems

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