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Turnover and heterogeneity in top management networks: a demographic analysis of two Swedish business groups
School of Business and Engineering, Halmstad University.
Kristianstad University College, School of Health and Society.
2008 (English)In: International Journal of Business Science and Applied Management, ISSN 1753-0296, Vol. 3, no 3, 31-55 p.Article in journal (Refereed) Published
Abstract [en]

A theory based on the demography of top management teams is used to explain membership turnover in two Swedish business groups, network analysis being used to define group membership. The results suggest these business groups possess a combination of financial and industrial experience as a group resource and the socialising strategy of control as a force counteracting the conflict-producing force of heterogeneity. An organisational demographic perspective focusing on opposing forces of heterogeneity and homogeneity is developed. It is shown that the perspective can be applied both to formal organisations and to informal ones such as networks.

Place, publisher, year, edition, pages
2008. Vol. 3, no 3, 31-55 p.
Keyword [en]
Top management networks, turnover, heterogeneity, business groups
National Category
Business Administration Social Sciences
Identifiers
URN: urn:nbn:se:hkr:diva-65OAI: oai:DiVA.org:hkr-65DiVA: diva2:133368
Available from: 2009-01-09 Created: 2009-01-09 Last updated: 2012-03-13Bibliographically approved
In thesis
1. The bottom line of cultural diversity at the top: the top management team's cultural diversity and its influence on organisational outcomes
Open this publication in new window or tab >>The bottom line of cultural diversity at the top: the top management team's cultural diversity and its influence on organisational outcomes
2012 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This dissertation investigates the relationship between cultural diversity in top management team (TMT) and organisational outcomes. The theoretical framework developed within this dissertation identifies three major concerns in this relationship. Firstly, the issues related to the lack of research on the contingencies, secondly problems associated with the method of inquiry, and thirdly the conceptualisation of culture. Adopting these issues as a guide for further investigation, this dissertation investigates the black box of the TMT process through the use of both qualitative and quantitative methods/concepts, adopting national and ethnic diversity as proxies for cultural diversity. The majority of the studies in the group and TMT research indicate that cultural diversity is usually associated with negative group and organisational outcomes. The finding of this dissertation, however, indicate that TMT cultural diversity has a positive effect on organisational outcomes albeit under two conditions. Firstly, when TMT cultural diversity mirrors cultural diversity of the Board of Directors, indicating the importance of TMT interaction in the upper apex of the organisation, and secondly, when TMT has a shared vision that reduces the perceived negative influence of cultural diversity on TMT process and subsequently on organisational outcomes.

Place, publisher, year, edition, pages
Lund: Lund Institute of Economic Research, School of Economics and Management, Lund University, 2012. 266 p.
Keyword
organisational outcome, Top management team, cultural diversity
National Category
Business Administration
Identifiers
urn:nbn:se:hkr:diva-9130 (URN)91-85113-50-6 (ISBN)978-91-85113-50-7 (ISBN)
Public defence
2012-03-23, Lund, 11:06 (English)
Opponent
Supervisors
Available from: 2012-03-13 Created: 2012-03-09 Last updated: 2012-03-13Bibliographically approved

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CiteExportLink to record
Permanent link

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Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
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  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
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  • asciidoc
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