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Decision Making Effectiveness in Wildfire Incident Management Teams
In: Journal of contingencies and crisis management, Band 14, Heft 1, S. 27-37
ISSN: 1468-5973
During large scale wildfires, suppression activities are carried out under the direction of an Incident Management Team (IMT). The aim of the research was to increase understanding of decision processes potentially related to IMT effectiveness. An IMT comprises four major functions: Command, Operations, Planning, and Logistics. Four methodologies were used to study IMT processes: computer simulation experiments; analyses of wildfire reports; interviews with IMT members; and cognitive ethnographic studies of IMTs. Three processes were important determinants of IMT effectiveness: information management and cognitive overload; matching component function goals to overall goals; and team metacognition to detect and counter task‐disruptive developments. These processes appear to be complex multi‐person analogues of individual Incident Command processes identified previously. The findings have implications for issues such as: creating IMTs; training IMTs; managing IMTs; and providing decision support to IMTs.
Psychoanalytic diagnosis of top management team dysfunction
In: Journal of managerial psychology, Band 17, Heft 5, S. 381-393
ISSN: 1758-7778
This article presents a psychoanalytically informed diagnosis of top management team (TMT) dysfunction during TMT training in a public sector organization. Outdoor management development exercises and the psychodynamics of family groups increased the psychological depth of a training intervention, eliciting dysfunctional behavior and facilitating diagnosis based on Bion's theory of groups. Dysfunctional basic assumption behavior prohibited the group from effectively accomplishing the task of the work group. Implications for trainers and consultants are discussed.
Legal peril continues for participative management teams
In: Management report for nonunion organizations, Band 19, Heft 11, S. 1-2
ISSN: 1530-8286
Antecedents of relationship conflict in top management teams
In: The International journal of conflict management: IJCMA, Band 25, Heft 2, S. 124-147
ISSN: 1758-8545
Purpose– The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration.Design/methodology/approach– Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used.Findings– The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict – either directly or indirectly – through behavioral integration.Research limitations/implications– It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context.Originality/value– Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.
SSRN
Antecedents of relationship conflict in top management teams
In: The international journal of conflict management: IJCMA, Band 25, Heft 2, S. 124-147
ISSN: 1044-4068
Top Management Team Power in China: Measurement and Validation
In: Management Science, Forthcoming
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Working paper
Decision Making Effectiveness in Wildfire Incident Management Teams
In: Journal of contingencies and crisis management, Band 14, Heft 1, S. 27-37
ISSN: 0966-0879
Top Management Team Incentive Dispersion and Earnings Quality
In: Contemporary Accounting Research, Forthcoming
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Are Top Management Teams Compensated as Teams? A Structural Modeling Approach
In: Baruch College Zicklin School of Business Research Paper No. 2018-02-02
SSRN
Working paper
Are Top Management Teams Compensated as Teams? A Structural Modeling Approach
SSRN
Working paper
Pay disparities within top management teams and earning management
In: Journal of accounting and public policy, Band 36, Heft 1, S. 59-81
ISSN: 0278-4254
Towards a model for team learning in multidisciplinary crisis management teams
In: International journal of emergency management: IJEM, Band 5, Heft 3/4, S. 195
ISSN: 1741-5071
Top Management Team Heterogeneity: Personality, Power, and Proxies
In: Organization science, Band 12, Heft 1, S. 1-18
ISSN: 1526-5455
This article reports partial results of an eight-year field study of the Top Management Teams (TMTs) of a global multidivisional financial services corporation and compares those results with large-sample work in the TMT literature. In particular, it investigates the operationalization of TMT cognitive diversity by the proxies of age, team tenure, industry experience, and functional background heterogeneity most often used in statistical work, and compares those operationalizations with cognitive diversity itself. In addition to highlighting which proxies seemed to most closely approximate cognitive diversity and why, it demonstrates the confounding impact of power on all operationalizations. A comparison of the field results with three representative studies with respect to the operationalization of the dependent variables of diversification, innovation, and performance helps to explain why previous TMT heterogeneity research has often produced inconsistent results or nonfindings. It offers some suggestions that should improve the robustness of statistical research and demonstrates the reciprocal usefulness of case and large-sample research.