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Research angles on cultural diversity in top management teams
Kristianstad University College, School of Health and Society. (Centre for Business Studies)
2009 (English)In: Problems and Perspectives in Management, ISSN 1727-7051 , Vol. 7, no 1, p. 90-105Article in journal (Refereed) Published
Abstract [en]

Article lays a research agenda for the studies of cultural diversity in top management teams, by reviewing models, methods and definitions utilized within this stream of research. It reviews three different models that are used in studies of cultural diversity of top management teams, as well as elaborates on different methods, and conceptualization of culture. The article concludes with a discussion, and suggests the research agenda in studies of cultural diversity in top management teams, proposing the use and combination of models, methods, as well as conceptualization and measurement of culture. The key result of this paper is development of the analytical framework for the studies of cultural diversity in top management teams and proposition of the alternative ways of operationalization of culture and exploration of the black-box of team processes.

Place, publisher, year, edition, pages
2009. Vol. 7, no 1, p. 90-105
Keywords [en]
top management team, cultural diversity, team process
National Category
Business Administration Social Sciences
Identifiers
URN: urn:nbn:se:hkr:diva-702OAI: oai:DiVA.org:hkr-702DiVA, id: diva2:209767
Available from: 2009-03-27 Created: 2009-03-27 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. p. 266
Keywords
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
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