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Cited by 296

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Structural interdependence within top management teams: A key moderator of upper echelons predictions

Hambrick, Donald C., Humphrey, Stephen E., Gupta, Abhinav·2015·Strategic Management Journal

Abstract

Studies of the effects of top management team ( TMT ) composition on organizational outcomes have yielded mixed and confusing results. A possible breakthrough resides in the reality that TMT s vary in how they are fundamentally structured. Some are structured such that members operate independently of each other, while others are set up such that roles are highly interdependent. We examine the potential for three facets of structural interdependence—horizontal, vertical, and reward interdependence—to resolve ambiguities regarding effects of TMT heterogeneity. Based on a sample of TMT s in technology firms, we find that the three facets of structural interdependence are potent moderators of two classic predictions: the positive association between TMT heterogeneity and member departures, and between TMT heterogeneity and firm performance . Copyright © 2014 John Wiley & Sons, Ltd.

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Metadata

Authors
Hambrick, D. C., Humphrey, S. E., & Gupta, A.
Venue
Strategic Management Journal
Publisher
Wiley
Published
2014-02-11
Volume
36
Issue
3
Pages
449-461
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
OpenAlex
W1572409317
Cited by
296
References
1
FWCI
19.07
Type
journal article
Language
en
Open access
closed

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