Top management team behavioral integration, decision quality, and organizational decline

By Abraham Carmeli, J. Schaubroeck. 2006

258 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/74c0cc8a7d7defdc02c72fbe211438f17d69ac20

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

1. Abraham Carmeli
2. Ashler Tishler
3. Yair I. Friedman
4. Meyrav Yitzack Halevi
5. John E. Mathieu
6. B. Nijstad
7. J. Schaubroeck
8. Ciaran Heavey

In Social Psychology

1. Abraham Carmeli
2. John E. Mathieu
3. Lucy L. Gilson
4. M. Maynard
5. Tammy L. Rapp
6. Ashler Tishler
7. B. Nijstad
8. Yair I. Friedman

In Sociology and Political Science

1. John E. Mathieu
2. Lucy L. Gilson
3. M. Maynard
4. Abraham Carmeli
5. Ashler Tishler
6. B. Nijstad
7. Yair I. Friedman
8. Tammy L. Rapp

Citations in the corpus

• The Protracted Collapse of Ghana Airways: Lessons in Organizational Failure (2010, background): “…or perspective, some studies have suggested that sustained organizational decline is often associated with a lack of managerial foresight and failure of the top management team (TMT) to respond to changes in the external environment (Carmeli & Schaubroeck, 2006; D’Aveni, 1989; Tedlow, 2008).”
• How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “…and reciprocity (Coleman, 1990; Granovetter, 1985; Uzzi, 1997), enhancing focus and attention regarding the task at hand rather than spending time on politics and bargaining (Cyert & March, 1963), and enlist higher commitment and follow-up regarding team decisions (Carmeli & Schaubroeck, 2006).”
• Top Management Team Behavioral Integration and the Performance of Service Organizations (2008, background): “…literature (Shaw, 1981) and direct more efforts toward an integration of the upper echelon theory (Hambrick & Mason, 1984) and TMT processes and dynamics (Carmeli & Schaubroeck, 2006; Hambrick, 1994, 1998; Mooney & Sonnenfeld, 2001; Simsek, Lubatkin, Veiga, & Dino, 2002, 2005; Smith et al., 1994).”
• Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, methodology): “Contents lists available at SciVerse ScienceDirect Safety Science journal homepage: www.elsevier .com/locate /ssc i tation (Hambrick, 1998), and often make poor choices that negatively affect the organization (Carmeli and Schaubroeck, 2006).”
• Innovation in top management teams: Minority dissent, transformational leadership, and radical innovations (2014, background): “It may be interesting to examine this directly and, for example, incorporate a measure of behavioural integration (e.g., Carmeli & Schaubroeck, 2006).”
• Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “Finally, Carmeli and Schaubroeck (2006) found that BI was positively associated with decision quality and negatively with organizational decline.”
• Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, background): “To date, the emphasis on behavioral integration, as an encompassing metaconstruct, has proved useful in explaining and predicting ambidexterity and other outcomes (Carmeli & Schaubroeck, 2006).”