A Multilevel Theory of Top Management Team Faultlines and Organizational Performance
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AbstractTop management team (TMT) faultlines - hypothetical dividing lines that split a group into homogeneous subgroups based on members' alignment along one or more attributes - has been found to impact TMT or organizational level outcomes, such as top management dynamics, strategic decision making, and organizational performance (e.g., Li & Hambrick, 2005; Ndofor, Sirmon, & He, 2015). However, the question of how TMT faultlines affect organizational cannot be fully answered without understanding how they influence their subordinating units, because organizational performance depends on the coordinated actions of all these subordinating units to implement TMT mandates. To extend the primarily macro understanding of TMT faultlines, we explore how TMT faultlines create isomorphic difficulties among the TMT members and across their subunits and how TMT faultlines indirectly affect organizational performance through their impact on the subunits. In this way, we establish a multilevel theory of how TMT faultlines connect to organizational performance.
All Author(s) ListAmy Y. Ou, Qin Su, Lynda J. Song, Dora C. Lau
Name of Conference77th Annual Meeting of the Academy of Management
Start Date of Conference04/08/2017
End Date of Conference08/08/2017
Place of ConferenceAtlanta, Georgia, United States
Country/Region of ConferenceUnited States of America
LanguagesEnglish-United States

Last updated on 2018-22-01 at 09:21