Chapter

Top Management Teams

Sydney Finkelstein, Donald C. Hambrick and Albert A. Cannella

in Strategic Leadership

Published in print October 2008 | ISBN: 9780195162073
Published online January 2009 | e-ISBN: 9780199867332 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195162073.003.0005

Series: Strategic Management Series

 Top Management Teams

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This chapter begins with an explanation for why so many upper-echelons researchers choose to study top management teams (TMTs), emphasizing the assertion that the predictive ability of a team-level analysis tends to be much better than that of a CEO-only analysis. It then discusses the three central conceptual elements of TMTs: composition, structure, and process, and how they are interrelated. The next section covers the determinants of TMT characteristics, including the environment (complexity, instability, and munificence), the organization (strategy and performance), and the CEO. The final section discusses the consequences of TMT interactions, including their effects on strategic decision making, on strategy, and on performance.

Keywords: top management teams; team processes; team heterogeneity; team structure; antecedents of TMTs; consequences of TMTs

Chapter.  18788 words.  Illustrated.

Subjects: Business Strategy

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