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Team Heterogeneity (team + heterogeneity)
Selected AbstractsThe Influence of Top Management Team Heterogeneity on the Capital Raised through an Initial Public OfferingENTREPRENEURSHIP THEORY AND PRACTICE, Issue 3 2008Monica A. Zimmerman A significant body of research exists on the top management teams (TMTs) of established firms and specifically on the heterogeneity of TMTs of established firms. Little research exists, however, on the heterogeneity of TMTs of firms in the early stages of their existence. In this study, I examine the relationship among TMT heterogeneity and the capital raised by the firm through its initial public offering (IPO). I argue that TMT heterogeneity provides a signal to potential investors about the quality of the IPO and hence is associated with greater capital accumulations. My findings suggest that heterogeneity in the TMT's functional background and educational background is associated with greater capital raised through an IPO. [source] Top Management Team Heterogeneity, Strategic Change and Operational Performance,BRITISH JOURNAL OF MANAGEMENT, Issue 3 2008David Naranjo-Gil This study examines the role of top management team (TMT) heterogeneity in facilitating strategic change. Based on the upper echelons literature, we argue that heterogeneous management teams are better able to handle the simultaneous and conflicting demands of refocusing the organization strategically and keeping up operational performance. We expect this to be true only for teams that are heterogeneous with respect to factors directly related to job requirements, however. Data were collected from 92 full TMTs of hospitals in Spain that were confronted with institutional pressures that challenged their current strategies. In support of our hypotheses, the results show job-related TMT heterogeneity moderates the relation between strategic change and operational performance. No moderating effect is found for non-job-related TMT heterogeneity. [source] Interdisciplinary Heterogeneity as a Catalyst for Product Innovativeness of Entrepreneurial TeamsCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2007Daniel Henneke Although more and more ventures are successfully founded by entrepreneurial teams, the specific benefits of the team-based founding approach have received little attention in extant empirical studies. This study explores the relationship between the level of interdisciplinary heterogeneity in entrepreneurial teams and the level of product innovativeness in high-tech ventures. It is proposed that an interdisciplinary new venture team composition impacts the quality of the strategic planning process (scanning activities, planning openness) and thereby indirectly shapes product innovativeness. The hypotheses are investigated using data from a sample of Canadian high-tech ventures. The findings provide support for the proposed relationship between team heterogeneity, strategic planning and product innovativeness. Venture capitalists, university faculty and incubator institutions are therefore well advised to direct their attention towards fostering a heterogeneous composition of founding teams. [source] Entrepreneurial Founder Teams: Factors Associated with Member Entry and ExitENTREPRENEURSHIP THEORY AND PRACTICE, Issue 2 2003Deniz Ucbasaran This exploratory study provides a review of the neglected area of entrepreneurial founder team turnover. A novel distinction is made between entrepreneurial founder team member entry and team member exit. Ninety owner-managed ventures were monitored between 1990 and 2000. Presented hypotheses relating to a team's human capital were explored using multivariate logistic regression analysis. Variables associated with entry were found not to be the same as those associated with exit. The size of the founding team was significantly negatively associated with subsequent team member entry. The link between team turnover and entrepreneurial team heterogeneity was mixed. Functional heterogeneity was weakly significantly positively associated with team member entry. Heterogeneity of prior entrepreneurial experience was significantly positively associated with team member exit. In addition, family firms were significantly negatively associated with team member exit. The average age of the team was not significantly associated with team member entry or exit. Additional insights in future research may be gathered if a broader definition of team turnover (i.e., considering team member entry and exit) is considered. Practitioner awareness of the different factors associated with team member entry and exit may encourage them to provide assistance, which facilitates the team building process over time in developing firms. Promising areas for additional research are highlighted. [source] Competitive repertoire simplicity and firm performance: The moderating role of top management team heterogeneityMANAGERIAL AND DECISION ECONOMICS, Issue 6-7 2004Walter J. Ferrier We extend Miller and Chen's (Strategic Manage J 1996; 17: 419,439) recent research on the impact of competitive repertoire simplicity on firm performance by exploring the extent to which top management team (TMT) demographic heterogeneity moderates this relationship. These authors found that competitive repertoire simplicity among firms in the airline industry was negatively related to firm performance. By contrast, our findings from a multi-industry study suggest that strategic repertoire simplicity is positively related to performance for firms led by heterogeneous TMTs, and negatively related for less heterogeneous TMTs. Accordingly, this finding advances theory within competitive dynamics and strategic leadership. Copyright © 2004 John Wiley & Sons, Ltd. [source] | ||||||||||