How top management team diversity affects innovativeness and performance via the strategic choice to focus on innovation fields
By Katrin Talke, Søren Salomo, Katja Rost. 2010
398 citations recorded by the source corpus.
Subfields: Accounting, Gender Studies, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/7bda7765ebaf858aaccb3e619b0f8d8c5af74058
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Christian Schwens
- Rodrigo Isidor
- K. Mole
- Michael Bierwerth
- Emmanuel Zenou
- Andy Lockett
- James C. Hayton
- Nicos Nicolaou
In Strategy and Management
- Christian Schwens
- Rodrigo Isidor
- K. Mole
- Michael Bierwerth
- Emmanuel Zenou
- Andy Lockett
- James C. Hayton
- Nicos Nicolaou
Citations in the corpus
- Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, neutral): “Tエキゲ ヮ;ヮWヴ W┝;マキミWゲ デエW け┗;ノ┌W キミ Sキ┗Wヴゲキデ┞げ エ┞ヮラデエWゲキゲ (Cox et al., 1991) in innovation, an area still largely underdeveloped in organisational innovation research (Van der Vegt and Janssen, 2003, Talke et al., 2010).”
- Knowledge Creation Capability, Absorptive Capacity, and Product Innovativeness (2013, neutral): “A highly innovative product often has a high degree of newness, while a less innovative product tends to sit at the opposite end (Talke et al., 2010).”
- Board composition and forms of innovation: does diversity make a difference? (2012, background): “The heterogeneity of the top management team in terms of demographic characteristics such as age, nationality, gender, racial diversity, promotes innovation and influences the ideas and types of innovation in the firm (Hambrick and Mason, 1984; Olson et al., 2006; Talke et al., 2010; Østergaard et a”
- Managerial Gender Diversity and Firm Performance (2016, neutral): “Talke, Salomo, and Rost (2010), for example, reported that gender diversity on corporate boards promoted creativity and more intense problem solving.”
- Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “Integrating the upper-echelons perspective with the attention-based view of the firm, Cho and Hambrick (2006) argue that TMT’s shifting attention patterns determine firms’ strategic choices, including the focus of their innovation activities (Talke et al., 2010).”
- Corporate entrepreneurship and performance: A meta-analysis (2015, methodology): “To this end, we did not consider studies such as those by Morgan and Berthon (2008), Yalcinkaya et al. (2007), Damanpour and Gopalakrishnan (2001), and Talke et al. (2010), while we incorporated the studies by Ahuja and Lampert (2001), Goosen et al. (2002), and Kellermanns et al. (2012).”