hkr.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
The bottom line of cultural diversity at the top: the top management team's cultural diversity and its influence on organisational outcomes
Kristianstad University, School of Health and Society. (Avdelningen för Ekonomi)
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 [en]
organisational outcome, Top management team, cultural diversity
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hkr:diva-9130ISBN: 91-85113-50-6 ISBN: 978-91-85113-50-7 OAI: oai:DiVA.org:hkr-9130DiVA: diva2:509560
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
List of papers
1. Turnover and heterogeneity in top management networks: a demographic analysis of two Swedish business groups
Open this publication in new window or tab >>Turnover and heterogeneity in top management networks: a demographic analysis of two Swedish business groups
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.

Keyword
Top management networks, turnover, heterogeneity, business groups
National Category
Business Administration Social Sciences
Identifiers
urn:nbn:se:hkr:diva-65 (URN)
Available from: 2009-01-09 Created: 2009-01-09 Last updated: 2012-03-13Bibliographically approved
2. Research angles on cultural diversity in top management teams
Open this publication in new window or tab >>Research angles on cultural diversity in top management teams
2009 (English)In: Problems and Perspectives in Management, ISSN 1727-7051 , Vol. 7, no 1, 90-105 p.Article 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.

Keyword
top management team, cultural diversity, team process
National Category
Business Administration Social Sciences
Identifiers
urn:nbn:se:hkr:diva-702 (URN)
Available from: 2009-03-27 Created: 2009-03-27 Last updated: 2012-03-13Bibliographically approved
3. Ethnic and gender diversity, process and performance in groups of business students in Sweden
Open this publication in new window or tab >>Ethnic and gender diversity, process and performance in groups of business students in Sweden
2008 (English)In: Intercultural Education, ISSN 1467-5986, E-ISSN 1469-8439, Vol. 19, no 3, 243-254 p.Article in journal (Refereed) Published
Abstract [en]

This article investigates the complex interrelation between ethnic and gender diversity, process and performance among groups of business students. The article is based on an empirical survey of business students working on a complex assignment in groups of two to five in a small Swedish university. The results indicate that gender diversity leads to positive group outcomes, while ethnic diversity appears to create negative group outcomes. Intervening process variables, such as group communication, conflict and effectiveness in problem solving, were not found to be influenced by diversity, or to influence group outcomes. While the non-influence of intervening variables can probably be explained by methodological difficulties, the negative outcome for ethnic diversity indicates a need to help students better manage ethnic diversity in order to reap its benefits.

Keyword
Ethnic diversity, gender diversity, group process, group performance
National Category
Pedagogy
Identifiers
urn:nbn:se:hkr:diva-66 (URN)10.1080/14675980802078608 (DOI)
Available from: 2009-01-09 Created: 2009-01-09 Last updated: 2013-05-27Bibliographically approved
4. Ethnic identity, power, and communication in top management teams
Open this publication in new window or tab >>Ethnic identity, power, and communication in top management teams
2008 (English)In: Baltic Journal of Management, ISSN 1746-5265, Vol. 3, no 2, 159-173 p.Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to explore the "black box" of top management team (TMT) processes such as communication and power distribution, examining the example of ethnically diverse TMTs in Latvia.

Design/methodology/approach - The study relies on case studies of two multinational companies operating in Latvia.

Findings - The findings suggest that ethnic diversity in TMTs leads to more informal and open communication in the teams, but has no clear influence on power distribution in the teams. The results highlight the importance of studying variables that could moderate the effects of ethnic diversity on communication and power distribution; throughout the study, these variables were identified as, but not limited to, environment and shared goals.

Originality/value - This paper uses case studies to explore the black box of team processes, and proposes an alternative operationalization of cultural diversity, measured as ethnic diversity. It also advocates an alternative conceptualization of TMTs expressed in terms of decision-making power. The paper's major contribution is its opening up and exploration of team processes, usually avoided by researchers because of their assumed complexity. Moreover, the study contributes to TMT studies by presenting the Latvian environment as a unique research locus where ethnic identities are rich and various.

Keyword
Ethnic groups, senior management, management power, communications, Latvia
National Category
Business Administration Social Sciences
Identifiers
urn:nbn:se:hkr:diva-29 (URN)10.1108/17465260810875497 (DOI)000258319900004 ()
Available from: 2008-12-22 Created: 2008-12-22 Last updated: 2012-03-13Bibliographically approved
5. Isolated islands in the upper apex of organisations: in search of interaction between the board of directors and the top management team
Open this publication in new window or tab >>Isolated islands in the upper apex of organisations: in search of interaction between the board of directors and the top management team
2013 (English)In: Corporate Ownership & Control, ISSN 1727-9232, Vol. 10, no 2, 80-90 p.Article in journal (Refereed) Published
Abstract [en]

This paper reports on the interaction of compositional effects of boards of directors (BoD) and top management teams (TMTs) on firms' financial performance. Composition of both groups is investigated for cultural, age, tenure and gender diversity. We explore effects of demographic diversity in the two power groups on performance in interaction with each other by bringing in the similarityattraction paradigm to argue for the relationship. Study data are from consolidated financial statements in annual reports of listed Swedish corporations. Our findings suggest that while differences in gender, age and tenure diversities have no effect on firm performance, close alignment of cultural diversities of the BoD and TMT does have a positive effect of firm performance.

National Category
Business Administration
Identifiers
urn:nbn:se:hkr:diva-9128 (URN)
Available from: 2012-03-09 Created: 2012-03-09 Last updated: 2016-04-01Bibliographically approved
6. Cultural diversity in top management teams and organisational performance: black box revisited
Open this publication in new window or tab >>Cultural diversity in top management teams and organisational performance: black box revisited
(English)Article in journal (Other academic) Submitted
National Category
Business Administration
Identifiers
urn:nbn:se:hkr:diva-9129 (URN)
Available from: 2012-03-09 Created: 2012-03-09 Last updated: 2012-11-21Bibliographically approved

Open Access in DiVA

No full text

Other links

LIBRIS
By organisation
School of Health and Society
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

Total: 931 hits
CiteExportLink to record
Permanent link

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