Top Management Team Diversity

By Fabian Homberg, Hong T. M. Bui. 2013

150 citations recorded by the source corpus.

Empirical research investigating the impact of top management team (TMT) diversity on executives’ decision making has produced inconclusive results. To synthesize and aggregate the results on the diversity-performance link, a meta-regression analysis (MRA) is conducted. It integrates more than 200 estimates from 53 empirical studies investigating TMT diversity and its impact on the quality of executives’ decision making as reflected in corporate performance. The analysis contributes to the literature by theoretically discussing and empirically examining the effects of TMT diversity on corporate performance. Our results do not show a link between TMT diversity and performance but provide evidence for publication bias. Thus, the findings raise doubts on the impact of TMT diversity on performance.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e527edf26eb1151dea86d6d6754cb8b85b841eb2

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, background): “…consensus is associated with improved coordination and cooperation in the implementation of strategy, and hence, with organizational performance (e.g. Dooley et al., 2000; Homburg et al., 1999; Iaquinto and Fredrickson, 1997; Knight et al., 1999; Pagell and Krause, 2002; Rapert et al., 2002).”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “Power dispersion in management teams (such as via executive compensation dispersion or dispersion in decision making in ﬂ uence) has been found to be positively related to ﬁ rm performance (e.g., Boone & Hendriks, 2009; He & Huang, 2011).”