Modeling the Multilevel Determinants of Top Management Team Behavioral Integration

By Zeki Simsek, John F. Veiga, M. Lubatkin, Richard N. Dino. 2005

516 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a85cf4ef6a4d7008719ece1d84ec0fe482ec8d91

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. John E. Mathieu
5. Meyrav Yitzack Halevi
6. J. Schaubroeck
7. Johannes Ullrich
8. Murray R. Barrick

In Social Psychology

1. Abraham Carmeli
2. John E. Mathieu
3. Ashler Tishler
4. Amy C. Edmondson
5. Gilad Chen
6. Ning Li
7. Yair I. Friedman
8. James C. Hayton

In Strategy and Management

1. Abraham Carmeli
2. Ashler Tishler
3. John E. Mathieu
4. Amy C. Edmondson
5. Anne S. Tsui
6. J. Schaubroeck
7. Gilad Chen
8. Ning Li

Citations in the corpus

• Accessing Resources from Innovation Partners: The Search Breadth of Family SMEs (2012, background): “Findings from recent research confirm that benefits from TMT diversity are contingent on other TMT characteristics (Buyl et al. 2011; Simsek et al. 2005) because coordination costs associated with diversity may also harm team performance if heterogeneous perspectives are not effectively expressed an”
• The Etiology of the Multilevel Paradigm in Management Research (2011, background): “For example, strategic management research has recently adopted traditional organizational behavior survey techniques to index and study concepts such as behavioral integration among upper echelons (Simsek et al., 2005).”
• Influence of Founder—CEOs' Personal Values on Firm Performance: Moderating Effects of Firm Age and Size† (2007, methodology): “Also, it has been found that guided by their value, collectivistic CEOs stress collaboration and sharing among their followers (Simsek et al., 2005).”
• Getting Everyone on Board (2015, background): “…& Beaubien, 2002; Guzzo, Yost, Campbell, & Shea, 1993), will serve as a key mediating mechanism in explaining the effect of differentiated CEO leadership on organizational level outcomes (Colbert et al., 2008; Ilgen, Hollenbeck, Johnson, & Jundt, 2005; Ling et al., 2008a; Simsek et al., 2005).”
• Corporate elite characteristics and firm's internationalization: CEO-level and TMT-level roles (2009, background): “Simsek et al. (2005), and the present study defined the TMT as all executives above the vice-president level (e.g., a group of senior managers that generally make decisions important to the firm’s future, excluding CEO), followed by TMT-level variable definitions.”