Performance gains through diverse top management teams

Performance gains through diverse top management teams Emerging and future changes in workforce diversity have caused a need to examine the potential impact of these changes on all areas of the firm. One area of special interest is that of top management team (TMT) diversity. With more diverse TMTs on the horizon, there is potential for both conflict and performance gains as a result of increased diversity at the highest levels of organizations. This paper examines diversity in top management teams and the potential impact of TMT diversity upon firm performance. Issues surrounding TMTs, upper echelon theory, and team heterogeneity are examined and propositions are offered as potential avenues for empirical research. Managerial implications and future research directions are also discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Team Performance Management Emerald Publishing

Performance gains through diverse top management teams

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-7592
DOI
10.1108/13527590410556845
Publisher site
See Article on Publisher Site

Abstract

Emerging and future changes in workforce diversity have caused a need to examine the potential impact of these changes on all areas of the firm. One area of special interest is that of top management team (TMT) diversity. With more diverse TMTs on the horizon, there is potential for both conflict and performance gains as a result of increased diversity at the highest levels of organizations. This paper examines diversity in top management teams and the potential impact of TMT diversity upon firm performance. Issues surrounding TMTs, upper echelon theory, and team heterogeneity are examined and propositions are offered as potential avenues for empirical research. Managerial implications and future research directions are also discussed.

Journal

Team Performance ManagementEmerald Publishing

Published: Jul 1, 2004

Keywords: Equal opportunities; Team management; Performance management

References

  • Comments on the motivational status of self‐esteem in social identity and intergroup discrimination
    Abrams, D.; Hogg, M.A.
  • Diversity management: a new organizational paradigm
    Gilbert, J.A.; Stead, B.A.; Ivancevich, J.M.
  • The effects of board size and diversity on strategic change
    Goodstein, J.; Gautam, K.; Boecker, W.
  • Social motivation, self‐esteem and social identity
    Hogg, M.A.; Abrams, D.
  • Top management team diversity, group processes, and strategic consensus
    Knight, D.; Pearce, C.L.; Smith, K.G.; Olian, J.D.; Sims, H.P.; Smith, K.A.; Flood, P.
  • Diversification and top management team complementarity: is performance improved by merging similar or dissimilar teams?
    Krishnan, H.A.; Miller, A.; Judge, W.Q.
  • The top management team and corporate performance
    Norburn, D.; Birley, S.

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