A dynamic model of top management team effectiveness: managing unstructured task streams

By Amy C. Edmondson, Michael A. Roberto, M. Watkins. 2003

281 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0d80410c5644030b7814ad5002490d1f7a05d1c5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, unknown): “…prior studies have suggested that 'common fate' incentive systems reduce interpersonal competition and foster a firm wide view and collaboration (Edmondson et al. 2003, Wageman 1995), our study shows that they do not contribute to alleviating potential problems associated with spatially…”
Antecedents and consequences of reflexivity in new product idea screening (2011, background): “…effectiveness can be defined as the extent to which the outcome of the screening stage meets expectations established by senior management regarding (1) outcome quality, in terms of an optimization of resource allocation, and (2) strategic fit of the innovation with the internal and…”
Top Management Team Behavioral Integration and the Performance of Service Organizations (2008, background): “Many TMTs often fail to design effective group processes (Edmondson et al., 2003).”
Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams (2006, background): “Second, cross-disciplinary teamwork—intended to integrate knowledge and expertise from different sources—is difficult to carry out in practice (e.g., see Edmondson, Roberto, & Watkins, 2003 for a review).”
Top Management Team Diversity and Firm Performance: Moderators of Functional-Background and Locus-of-Control Diversity (2009, background): “In a decentralized team where the opportunities to influence team decisions re bro dly distrib ted, the sharing of unique information is enhanced (Edmondson et al. 2003), and the likelihood increases that decision involvement is”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “Trust enables learning in the form of reflection on what has happened (Edmondson et al., 2003a).”
Top management team conflict and entrepreneurial strategy making in China (2009, methodology): “Furthermore, the unpredictability and heterogeneity of market structure cause information divergence among team members, and this asymmetric distribution of situational information reduces TMT decision-making effectiveness (Edmondson et al., 2003).”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, unknown): “Accordingly, leaders in ambidextrous organizations may be more or less directive in affecting senior team dynamics and influence the way how senior teams reach closure on a decision, direct team discussion and structure debate (Edmondson et al., 2003).”
Group Decision Making Under Conditions of Distributed Knowledge: The Information Asymmetries Model. (2007, background): “Edmondson, Roberto, and Watkins (2003) draw on similar considerations in their theoretical model about leadership and top management team (TMT) effectiveness.”
Strategic leadership in organizational crises: A review and research agenda (2021, background): “In fact, TMT characteristics might be especially important for coping with a context as high in complexity as an organizational crisis (Edmondson et al., 2003).”
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “TMTs engage in resource allocation and organizational design decisions (Edmondson et al., 2003; Eisenhardt & Zbaracki, 1992; Hambrick, 1994) to balance short- and long-term outcomes (Smith & Tushman, 2005).”