Does top management team diversity promote or hamper foreign expansion

By H. Barkema, Oleg Shvyrkov. 2007

395 citations recorded by the source corpus.

Subfields: Gender Studies, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/eb2d6722abb15062810f73d7be775df5f87a02ec

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Citations in the corpus

Group Faultlines (2012, methodology): “…affect group performance such as group learning (Gibson & Vermeulen, 2003; Jehn & Rupert, 2008; Lau & Murnighan, 2005), information elaboration (Meyer, Shemla, & Schermuly, 2011), group functioning (Molleman, 2005), and the riskiness of decision making (Barkema & Shvyrkov, 2007; Rico et al., 2007).”
Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research (2018, background): “How do the age, gender, ethnicity, tenure and educational diversity (Barkema and Shvyrkov 2007) of top managers, directors and owners in FFs affect innovation?”
The intrapreneur and innovation in creative firms (2012, background): “educational level and age (Bantel and Jackson, 1989; Barkema and Chvyrkov, 2007; Daellenbach et al., 1999; Kor, 2006; Krishnan et al., 2006; Lynskey, 2004; Lyon and Ferrier, 2002; Rapp and Hao 2008).”
Why do top management teams look the way they do? A multilevel exploration of the antecedents of TMT heterogeneity (2009, background): “This may, in turn, help prevent creation of team faultlines (Lau and Murnighan, 1998), which has been shown to hamper TMT strategic decision-making (Barkema and Shvyrkov, 2007).”
A Multilevel Examination of the Drivers of Firm Multinationality (2012, positive): “In addition to its cognitive implications, TMT diversity leads to the formation of subgroups within TMTs, hampering communication and the propensity to enter in new geographic areas (Barkema & Shvyrkov, 2007).”
How boards’ internal and external social capital interact to affect firm performance (2016, methodology): “We follow previous TMT research (Barkema and Shvyrkov, 2007; Kor, 2006) and board contexts (Tian et al.”
Microfoundations in international management research: The case of knowledge sharing in multinational corporations (2019, background): “…– such as research on the managerial knowledge and experience or the composition of top management teams of internationalizing firms (see Aharoni, Tihanyi & Connelly, 2011; Barkema & Shvyrkov, 2007), international HRM or international entrepreneurship – much remains to be done in the IM space.”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “While this is related to the difficulty of obtaining TMT survey data and not uncommon in TMT research (Barkema and Shvyrkov, 2007; Cho and Hambrick, 2006; West and Anderson, 1996), it does mean that there was only limited statistical power for the test of our hypotheses.”
How do bankruptcy laws affect entrepreneurship development around the world (2011, methodology): “Furthermore, we also use the cluster command in STATA to obtain a robust variance estimate that accounts for (and adjusts for) within-country correlation andwithingroup dependence (Barkema and Shvyrkov, 2007; Williams, 2000).”
Team Faultline Measures (2013, background): “Barkema and Shvyrkov (2007) and Lawrence and Zyphur (2011) proposed LCCA, also referred to as latent class analysis (LCA), for identifying faultlines in a stepwise way.”
Revisiting faultline conceptualization: measuring faultline strength and distance (2011, methodology): “…for the analysis at hand Finally, although computationally quite simple to calculate, Gibson and Vermeulen’s measures are sensitive to group size.5 Barkema and Chvyrkov (2003) use a “latent clustering procedure” to identify the existence of faultlines, and then use Lau and Murnighan (1998)…”