572: The Top Management Team’s Influence on Innovation Outcomes (17880)

Sunday, August 11, 2024

16:45 – 18:15 CT (GMT-5/UTC-5)

Location: Sheraton: Chicago Ballroom X

Session Number: 572
Paper Session
Orientation: Theme
Shareable link: https://cdmcd.co/3RbrGB

Author(s)

SH

Soojung Han

California State U., Los Angeles, United States
AC

Andres Felipe Cortes

Sacred Heart U., United States
SC

Sebastian Cortes-Mejia

Pontificia U. Javeriana Bogotá, Colombia
YL

Younggeun Lee

California State U., Los Angles, United States
JS

James Summers

Iowa State U., United States
PH

Pol Herrmann

Iowa State U., United States

A substantial body of strategic leadership research has studied the influence of the top management team (TMT) on firm innovation, i.e., the organization’s ability to generate and implement new strategic initiatives. However, the plethora of studied TMT characteristics, along with some inconsistent findings, have impeded a structured synthesis of the literature that provides practical insights and concrete avenues for future research and theoretical development. Using a sample of 131 studies, we address this issue by conducting a meta-analysis that consolidates findings on the relationship between TMT characteristics and innovation outcomes. We organize our analysis following three major groups of theoretical focus (human capital, compensation and ownership, and diversity) and explore if the effects vary depending on innovation inputs and outputs. Our findings indicate a positive effect of TMT size, TMT education, TMT experience, TMT compensation, TMT functional diversity, and TMT cultural diversity; a negative effect of TMT gender diversity; and no significant effects of TMT tenure, TMT stock ownership, TMT founder ratio, TMT age diversity, TMT tenure diversity, and TMT education diversity. We discuss important theoretical implications of these findings.

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