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Strategic LeadershipTheory and Research on Executives, Top Management Teams, and Boards$
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Bert Cannella, Sydney Finkelstein, and Donald C. Hambrick

Print publication date: 2008

Print ISBN-13: 9780195162073

Published to Oxford Scholarship Online: January 2009

DOI: 10.1093/acprof:oso/9780195162073.001.0001

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Top Management Teams

Top Management Teams

Chapter:
(p.121) 5 Top Management Teams
Source:
Strategic Leadership
Author(s):

Sydney Finkelstein (Contributor Webpage)

Donald C. Hambrick (Contributor Webpage)

Albert A. Cannella

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195162073.003.0005

This chapter begins with an explanation for why so many upper-echelons researchers choose to study top management teams (TMTs), emphasizing the assertion that the predictive ability of a team-level analysis tends to be much better than that of a CEO-only analysis. It then discusses the three central conceptual elements of TMTs: composition, structure, and process, and how they are interrelated. The next section covers the determinants of TMT characteristics, including the environment (complexity, instability, and munificence), the organization (strategy and performance), and the CEO. The final section discusses the consequences of TMT interactions, including their effects on strategic decision making, on strategy, and on performance.

Keywords:   top management teams, team processes, team heterogeneity, team structure, antecedents of TMTs, consequences of TMTs

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