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Despite the extensive literature on top management team structure (demographics), disagreement persists as to whether specific aspects of team structure have, on the whole, positive or negative results for the firm. The author addresses conflicts in the literature by using several typical structural measures in different contexts. Shorter-tenured, heterogenous teams are found to provide the skills needed to address environmental complexities and will be more productive in turbulent environments because they deliver problem solving skills and new perspectives on strategic formulation and implementation processes. Longer-tenured, homogeneous teams are found to be more productive in stable environments because they will promote basic team maintenance functions (socialization, cohesion, etc.). Firms that are the most successful financially are ones that match their team structures to the environmental context over time. The results reported are unique because time, different contexts, and financial performance were combined to assess the interaction of top management teams with their environments. Surprisingly, the type of turbulence encountered in the firm's context may determine whether a specific element of team structure will be beneficial or detrimental to financial performance. Relatively high levels of constant environmental change require different team structures than unusual, disruptive change. Differences are discussed.

PurposeThis study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance).Design/methodology/approachThis analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry.FindingsResults show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience – decision effectiveness relationship.Research limitations/implicationsThe study is based on data collected from a single industry and focuses on an international decision that occurred within a time-frame of previous four years.Practical implicationsFindings suggest that international firms, when composing their top management teams, should favor the inclusion of internationally experienced managers.Originality/valueThe study of the influence of international experience on the decision-making process in general and decision-making rationality in particular has been largely neglected in extant literature. This paper highlights one way through which the international experience of the top management team as a whole relates to the effectiveness of international decisions. The paper also advances emergent managerial cognition literature focusing on the top management team and not individual decision makers.

PurposeThis study aims to explore whether top management team (TMT) faultlines affect corporate digitalization and what the impact mechanism is, thus effectively promoting the digital transformation of enterprises from the perspective of optimizing TMT structure.Design/methodology/approachThis study sampled companies that were listed in China between 2011 and 2020. Using the two-way fixed effect model, it empirically tests the impact of TMT faultlines on the digital transformation of enterprises.FindingsTMT task-related faultline significantly positively impacts enterprise digital transformation, while the bio-demographic faultline has a significant negative effect. The regulatory role played by Chief Executive Officer (CEO) power intensity in the relationship between the bio-demographic faultline and digital transformation is a negative one. The above relationship is strongly influenced by industry technical sophistication, corporate location and listing board.Research limitations/implicationsThe research has promoted the development of the upper echelons theory in the context of digitalization. Moreover, it enlightens the research of digital transformation's influencing factors and mechanisms. However, no suitable mediating variable was found.Practical implicationsThis research has significant implications for managers to optimize the internal structure of the TMT according to different enterprises' business strategies in order to establish an efficient management team.Originality/valueThis study provides a new theoretical framework for TMT's role in enterprise digital transformation. Further, it makes a beneficial exploration of the boundary and situational conditions of their relationship.

ABSTRACT Purpose: The objective of this article is to explain how cognitive conflict happens and what are its contributions to the decision-making processes of management teams in small enterprises (SE). Originality/value: Although SEs are important and numerous, the cognitive conflict in their management team and the strategic decision making of this team are understudied. This article helps to feel this gap with contributions and implications which are helpful for research and practice related to those themes. Design/methodology/approach: The descriptive methodological approach was adopted based on qualitative methods and multicase study (Eisenhardt, 1989). Data were collected with interviews and analyzed within and cross-case procedures, according to Miles and Huberman's (1994) recommendations. Four cases of SE were studied. Findings: The strategic decision processes were considerably determined by cognitive conflicts. Such conflicts questioned decision possibilities and highlighted aspects related to intuition and improvisation, both normally useful and present in the strategic decision processes of SE. Cognitive conflict inhibits improvisation because its occurrence creates useful questionings in decision making preparation. Those questionings generated deepness in discussion and analysis for decision making in the studied SEs.

Most contemporary organizations use management teams to manage and coordinate their businesses at all levels of the organizational hierarchy. Management teams typically set overall goals, strategies, and priorities, making vital organizational decisions. They discuss issues, solve problems, offer advice, and ensure various processes and units are aligned and interact efficiently. Although management teams are vital for overall organizational performance, research indicates thatthey are largely underused and less effective than their potential would suggest for value creation. This book provides a research-based and practical model of the characteristics of effective management teams. It looks in depth at each factor of the model, discusses the supporting research, provides examples of how the factors influence the work and effectiveness of management teams, and shares tips and tools for successfully working with management team development. It provides researchers, academics, and students of organizational behavior with an overview of the variables that empirical research has found to be robustly related to management team effectiveness and will enable leaders and management consultants to develop more effective management teams.

Using the theories of social learning, social exchange, and information exchange, we proposed a theoretical model to explain the relationships of learning, trust, and creativity in top management teams (TMT), and introduced TMT reflexivity as a moderator of these relationships. Multiple
regression analyses of data obtained from 594 executives in 54 TMTs revealed that team learning had a significant positive impact on TMT creativity, that team trust had a partial mediating effect in the relationship between team learning and TMT creativity, and that TMT reflexivity enhanced
the positive influence of team learning on team trust. Our findings reveal the inherent relationships among team learning, team trust, team reflexivity, and TMT creativity, and can provide scientific guidance to strengthen TMT construction, team learning, and team reflexive practice.

Existing theories of diversity typically focus on a limited range of usually American research settings and on a relatively narrow range of types of diversity. Here, we examine a less commonly used measure of diversity, top management team (TMT) functional diversity, for a sample of non-US multinational enterprises (MNEs) from a cross-cultural perspective. We theorize and empirically test the notion that the individualism–collectivism dimension of national culture moderates the relationship between TMT diversity (measured by functional heterogeneity) and firm performance such that greater functional diversity among TMTs in collectivistic national cultures improves firm performance, while greater functional diversity among TMTs in individualistic national cultures weakens MNE performance. Our empirical results based on a sample of MNEs from 25 countries support our hypotheses. The relationship between TMT functional heterogeneity and firm performance is strongly negative in highly individualistic national cultures but positive in collectivistic national cultures. Managerial implications, limitations, and future research directions are discussed.

Maintaining the functional performance of historical buildings is challenging. This study seeks to understand the perceptions of building management team towards the functional performance of post-occupancy evaluation. A semi-structured interview was conducted with 24 respondents from building management team. The study found that the three highest criteria for the score of importance and applicability were comfort, safety and services. This study will benefit professionals and participants in the industry who have the interest in improving functional performance in building management of historical government building.2398-4279 © 2016. The Authors. Published for AMER ABRA by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.Keywords: Building Management Team; Historical Government Building; Post Occupancy Evaluation ; Functional Performance

Faultline theory suggests that negative effects of team diversity are better understood by considering the influence of different dimensions of diversity in conjunction, rather than for each dimension separately. We develop and extend the social categorization analysis that lies at the heart of faultline theory to identify a factor that attenuates the negative influence of faultlines: the extent to which the team has shared objectives. The hypothesized moderating role of shared objectives received support in a study of faultlines formed by differences in gender, tenure, and functional background in 42 top management teams. The focus on top management teams has the additional benefit of providing the first test of the relationship between diversity faultlines and objective indicators of organizational performance. We discuss how these findings, and the innovative way in which we operationalized faultlines, extend faultline theory and research as well as offer guidelines to manage diversity faultlines.

This study investigates the relationship of top management team (TMT) diversity with performance of Christian churches, a particular type of nonprofit and voluntary organization. Performance measures were based on applying the balanced scorecard to the church setting. Within a sample of 82 churches from a single denomination, the authors found that greater diversity in the spiritual maturity and relationships of TMT members with the senior pastor was positively related with growth in church attendance. TMT diversity in age was positively related with Sunday school attendance. Surprisingly, diversity in TMT attitudes and tenure were positively related with efficiency of internal processes. Greater diversity in tenure in the TMT was negatively related with growth in church revenues. The findings suggest that diversity in the church TMT's may pay off in organizational growth, increased constituent learning, and better operating efficiency, but it may have negative impacts on growth in revenues. The findings related to efficiency suggest that TMT diversity may have different effects within nonprofit settings than it does within commercial business organizations.

Purpose
The purpose of this paper is to analyze the effects of financial restatements (FRs) on the likelihood of the top management team (TMT) dismissal. It investigates the effects of types of FRs [corrective note and reissuance of financial statement (RFS)], of FR severity and of FR related to international financial reporting standards (IFRSs) easy or difficult-to-estimate.


Design/methodology/approach
The authors hand-collect: data about 96 FRs from the Italian public oversight board documents; chief executive officer (CEO) name, chairman name, year of the financial statement under investigation, total assets and operating income, from their financial statement. The authors use multivariate regression to test the effects of FRs on the probability of TMT dismissal.


Findings
The authors find that the RFS leads to a higher likelihood of chairman dismissal. A greater magnitude of misrepresentation on income statements, and FRs, which decrease net income, increase the likelihood of CEO dismissal. Difficult-to-estimate IFRSs increases the likelihood of CEO dismissal.


Originality/value
FRs are significant determinants of the CEO/chairman dismissal. The authors show that FRs directly involving shareholders (RFS) have negative consequences on the chairman of the board of directors, while the CEO is more affected by FRs that involve technical factors (FR severity or financial statement associated with difficult-to-estimate IFRSs).

ObjectiveCritical incident stress management (CISM) teams can be adapted in urban primary care clinics to address and process traumatic events in primary care. A guide for implementing the CISM team model within this setting is delineated.MethodsReview of existing literature and guide to implementation of CISM team in primary care.ResultsRespondents reported the team validated their reactions to the critical incident and were grateful for CISM presence.ConclusionDespite indications that vicarious traumatization, burnout, and compassion fatigue are rising (Bodenheimer & Sinsky, 2014; Coles et al., 2013; Woolhouse et al., 2012), there is little information about efforts to address this. Operating and emergency rooms and intensive care units utilize CISM (Maloney 2012; Powers, 2015); however, it's overlooked in primary care (Blacklock, 2012; Naish et al., 2002).

Creating and administrating successful strategic alliances poses a significant challenge to interorganizational managerial teams. Using shared mental model theory as a framework, we propose that the effectiveness of these managerial teams can be increased if the team shares a common temporal mental model with regard to the alliance. Specifically, a shared mental model in terms of the elements of entrainment (e.g. cycle, pace, time orientation) will allow team members to actively assess and better manage entrainment issues which we suggest are a crucial component of strategic alliances, although not one that has been studied to a great extent.