Top Management Team Heterogeneity: Personality, Power, and Proxies

By P. Pitcher, Anne D. Smith. 2001

416 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f7960bd8bcc4a2aef4278af43696300d5868ef50

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Citations in the corpus

Does a different view create something new? The effect of employee diversity on innovation (2011, background): “The characteristics of the top managers appear to influence growth, productivity and revenues, since it influences their decisions, strategy, and responsiveness to change (Murray, 1989; Wiersema and Bantel, 1992; Pitcher and Smith, 2001).”
Exporting and innovating among emerging market firms: The moderating role of institutional development (2017, background): “Knowledge diversity has been found to be more beneficial when the market is more competitive (Pitcher & Smith, 2001).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “These effects will also broaden the scope of the information that is collected and stimulate differences in the interpretation of situations and in the proposed solutions to problems (Knight et al., 1999; Pitcher and Smith, 2001), which in turn facilitates team reflectivity, or a team’s consideratio”
Top Management Team Diversity and Firm Performance: Moderators of Functional-Background and Locus-of-Control Diversity (2009, background): “As recommended by Pitcher and Smith (2001), to guarantee accuracy we asked the CEO to define the TMT and ide tify his/her fellow top managers.”
Top management attention to innovation: The role of search selection and intensity (2009, background): “…& Dess, 1999; West & Schwenk, 1996) and found that the direct measurement of TMT processes offers more explanatory power than distal and static proxies (e.g., Knight et al., 1999; Pitcher & Smith, 2001; Simsek, Veiga, Lubatkin, & Dino, 2005; Smith, Smith, Olian, Sims, O’Bannon, & Scully, 1994).”
Team Member Functional Background and Involvement in Management Teams: Direct Effects and the Moderating Role of Power Centralization (2003, background): “The inclusion of power centralization, either as a moderator or as a weighting factor in characterizing team distributions (as Pitcher and Smith [2001] suggested), should therefore improve researchers' ability to detect and understand the effects of experiential diversity.”
Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis (2017, neutral): “Examinations of similar or varying personalities on the team may reveal what goals or strategies are important and therefore would be reflected in organizational outcomes (Pitcher & Smith, 2001).”
A qualitative study of high‐reputation plant managers: Political skill and successful outcomes (2009, background): “…plant managers, political skill, qualitative research 428 Management research often views politics as the domain of top management (Finkelstein, 1992; Greve and Mitsuhashi, 2007; Pitcher and Smith, 2001), or as tactics that managers can use in the exercise of upward influence (Ferris et al., 2007).”
Strategic leadership in organizational crises: A review and research agenda (2021, result): “This is interesting given that prior, non-crisis related research has repeatedly highlighted the inconsistent results of managers’ cognitive diversity (Finkelstein et al., 2009; Pitcher and Smith, 2001).”
Power, Status, and Learning in Organizations (2011, background): “This is precisely the conclusion that Pitcher and Smith (2001) reached in their longitudinal, qualitative analysis of diversity in a top management team.”
What Differences Make a Difference? (2005, neutral): “Instead, researchers in this tradition focus on diversity variables that are argued to make a direct impact on the social and cognitive processes of the group (e.g., Pitcher & Smith, 2000; Priem, Lyon, & Dess, 1999).”