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Purpose: Decision comprehensiveness is an important process in determining the outcomes of strategic decision-making. While recent research began to explore its individual level antecedents, a fundamental aspect of organizational life, heterogeneous goals, have not been investigated for their effects on comprehensiveness. In this study, our purpose is to study the impact of goal heterogeneity on decision comprehensiveness and explore behavioral integration as a potential mediator in this relationship. Design/methodology/approach: To test our hypotheses, we utilize a survey-based study with a sample of teams undertaking a business simulation. Our longitudinal data collection process captures team data across the initial-, mid-, and the ending-stages of the simulation. Findings: Our findings show that goal heterogeneity negatively impacts behavioral integration and decision comprehensiveness. Moreover, the negative impact of goal heterogeneity on decision comprehensiveness is mediated through behavioral integration. Originality/value: Given that many strategic decisions are undertaken by groups of individuals, it is imperative to understand the factors that impact team-level decision-making processes. Extending the literature, we empirically show the negative effects of goal heterogeneity on decision comprehensiveness. While doing so, we also show that behavioral integration – a team trait that can endure over time, as opposed to a one-time state – can be crucial in dampening this negative effect. Our findings suggest researchers, and managers, to be cautious in assuming decision comprehensiveness may easily be achieved in any given team context. [ABSTRACT FROM AUTHOR]

The board of directors' behavioral dynamics can strongly influence an entrepreneurial firm's success. Drawing on the behavioral theory of corporate governance, this study identifies and tests factors that facilitate behavioral integration in boards of high technology start-ups. We unpack the black box of board behavior with primary data collected from a survey-based sample of 149 CEOs of Norwegian high-tech start-ups supplemented by quantitative archival information. We find that intra-board behavioral integration (i.e., board members' propensity to clearly understand one another's issues and needs, actively solve, and share relevant information and resources) is positively affected by greater levels of informal communication between CEOs and board members. Next, we find that inter-board trust (i.e., board members interact with absolute integrity, tell the truth at meetings, trust one another, and keep mutual promises) mediates this relationship such that higher levels of inter-board trust result in greater concordance between information communication frequency and inter-board behavioral integration. We then examine the role of an efficacious board chair who motivates and uses each board member's competence, formulates proposals for decisions and summarizes conclusions after board negotiation, and chairs board discussions without promoting their agenda, finding that efficacious board chair leadership moderates the relationship between informal communication frequency and intra-board trust. We discuss the implications of these findings for the theory and practice. [ABSTRACT FROM AUTHOR]

Small teams' decisions play a major role in shaping business and society. As political differences permeate our lives, their influence is increasingly being felt throughout organizations. Yet, little is known about how executives' political differences influence the Top Management Team's decision-making processes. We integrate literatures on executive diversity, political polarization, and small teams to develop a new construct, Top Management Team political polarization, and examine how this team characteristic influences two critical parts of the strategic decision-making process: comprehensiveness and speed. We also propose behavioral integration reduces polarization's drawbacks, offering improvements to decision-making processes in these polarizing times. [ABSTRACT FROM AUTHOR]

Purpose: Building on upper echelons theory, the authors advance the literature on the influence of diversity on innovation by studying the link between top management team (TMT) gender diversity and innovation performance and the link's boundary conditions. Design/methodology/approach: The authors analyze survey data from 390 manufacturing establishments in Germany and India through an ordinary least square (OLS) regression analysis. Findings: TMT gender diversity is positively related to innovation performance. The influence of gender diversity on innovation performance is not strengthened by team level attributes, including cognitive proficiency and openness to external information. In contrast, TMT gender diversity enhances innovation performance more strongly in Germany than in India, indicating the relevance of country-level cultural norms for leveraging gender diversity. Research limitations/implications: The authors' study is built on data from two countries only, based on TMTs in the manufacturing sector and cross-sectional. Future studies may address these limitations by considering more countries, examining TMTs in the service sector and applying experimental or longitudinal research designs. Practical implications: Executives should establish gender diverse TMTs to enhance innovation performance and leverage diverse views of male and female managers effectively. Managers located in countries with strongly hierarchical cultural norms should promote egalitarian values at the organizational level to increase the effectiveness of gender diverse TMTs. Originality/value: This is the first study which examines the moderating effect of country-level cultural norms on the relationship between TMT gender diversity and innovation performance. [ABSTRACT FROM AUTHOR]

Decision speed and quality are both vital for organizational survival and prosperity. However, they are assumed to be in tension, and there has been limited theory development concerning whether, and if so how, both are attainable. To address this gap, we turn to behavioral integration which captures the intensity of intrateam interactions. While behavioral integration is considered an antecedent of decision quality, it is presumed to slow decision‐making, and overall, there remains a "black box" surrounding the mechanisms, behaviors, and processes which transmit behavioral integration to decision outcomes. Our theoretical account challenges the notion of behavioral integration being an impediment to decision speed, and we present new theory and evidence—comprising a mixed‐method field study—explaining how behavioral integration acts as a key driver of both decision speed and quality while theorizing decision uncertainty as a new and important boundary condition. [ABSTRACT FROM AUTHOR]

This study sheds light on role of behavioral integration of senior management in effectiveness of strategic decision-making processes at the level of Iraqi private educational institutions. The goal of research was to focus attention of administration of private colleges, research community, to importance of the integrative behavioral role of senior administration in effectiveness of process of making its strategic decisions. Private colleges scattered in Karbala governorate were chosen as a community for research, as questionnaire was distributed to an intentional sample of (61) respondents from members of councils, directors of branches and departments, and officials of people and units in private colleges. Some statistical indicators (descriptive and analytical) were used using statistical program (SPSS V.28). Most important finding of research is existence of a correlation relationship and a moral effect between research variables included in first and second main hypothesis in order to achieve effectiveness of strategic decision-making by adopting integrative behavioral role of senior management members in the private colleges operating in holy governorate of Karbala. [ABSTRACT FROM AUTHOR]

Facing the need for green investment and financing brought about by the process of "carbon neutrality", more and more leaders of commercial banks have begun to initiate green transformation of their enterprises and become green bankers with green finance awareness and vision, while their subordinate green investment and financing teams, as executive units with complementary green finance knowledge, skills, information, and expertise, have become a key link in the bank's green investment and financing management. Relying on structuration theory and using the multi-case study method, this research analyzes how green bankers promote the behavioral integration of green investment and financing teams from the perspective of team structure construction and deconstructs the process of transforming the development vision of green bankers into green investment and financing practices. Through a pairing study of eight commercial banks, it was found that green bankers can build a green investment and financing team structure to promote their behavioral integration through resources and rules. There are six effective strategies in the construction behavior, including: building a consensus on green finance strategy within the enterprise; guiding the green investment and financing team to exploratively learn green finance knowledge; facilitating collaboration across positions; implementing a fair "result-oriented" salary structure; granting rights to subordinate employees who are competent for green investment and financing tasks; and building a job division and operation mechanism with clear responsibilities. Finally, suggestions are put forward to improve the salary system of green bankers, optimize the training system of green financial talents, and use digital management to ensure the independent authority of green investment and financing positions. [ABSTRACT FROM AUTHOR]

Objective: This manuscript evaluates and tests the group differences in migrant workers' urban integration from the perspectives of individual characteristics and migration characteristics, so as to provide theoretical support and practical guidance for the government to issue more effective assistance policies. Methods: Multilevel comprehensive evaluation method and Entropy method are used to calculate the urban integration level of migrant workers, and one-way ANOVA and optimal scaling regression are used to test the group differences in migrant workers' urban integration. Results: Based on the questionnaire data of 854 migrant workers in China, the scale of migrant workers' urban integration has good reliability and validity. The overall level of migrant workers' urban integration is 49.61% and there exist group differences in migrant workers' urban integration. The impact of education level, income level, and migration time on migrant workers' urban integration is significantly positive, whereas the impact of migration distance on migrant workers' urban integration is significantly negative. The urban integration level of migrant workers who have family members accompanying them is higher than that of migrant workers who have no family members accompanying them. Gender, age, and marriage have no significant impact on migrant workers' urban integration. Strengths and Limitations of This Study: This study aims to measure and test the group differences in migrant workers' urban integration using ANOVA and optimal scaling regression. However, the shortcomings of this study are the selection of the "migrant workers' urban integration" scale and the representativeness of the sample used in this study. Conclusion: There are group differences in migrant workers' urban integration with different education levels, income levels, migration distances, migration times, and statuses of family members accompanying. In the policy of promoting migrant workers' urban integration, we should accurately count the characteristics of migrant workers and give more attention to migrant workers with low education levels, low-income levels, long migration distances, short migration times, and no family accompany. [ABSTRACT FROM AUTHOR]

ObjectiveThis manuscript evaluates and tests the group differences in migrant workers’ urban integration from the perspectives of individual characteristics and migration characteristics, so as to provide theoretical support and practical guidance for the government to issue more effective assistance policies.MethodsMultilevel comprehensive evaluation method and Entropy method are used to calculate the urban integration level of migrant workers, and one-way ANOVA and optimal scaling regression are used to test the group differences in migrant workers’ urban integration.ResultsBased on the questionnaire data of 854 migrant workers in China, the scale of migrant workers’ urban integration has good reliability and validity. The overall level of migrant workers’ urban integration is 49.61% and there exist group differences in migrant workers’ urban integration. The impact of education level, income level, and migration time on migrant workers’ urban integration is significantly positive, whereas the impact of migration distance on migrant workers’ urban integration is significantly negative. The urban integration level of migrant workers who have family members accompanying them is higher than that of migrant workers who have no family members accompanying them. Gender, age, and marriage have no significant impact on migrant workers’ urban integration.Strengths and Limitations of This StudyThis study aims to measure and test the group differences in migrant workers’ urban integration using ANOVA and optimal scaling regression. However, the shortcomings of this study are the selection of the “migrant workers’ urban integration” scale and the representativeness of the sample used in this study.ConclusionThere are group differences in migrant workers’ urban integration with different education levels, income levels, migration distances, migration times, and statuses of family members accompanying. In the policy of promoting migrant workers’ urban integration, we should accurately count the characteristics of migrant workers and give more attention to migrant workers with low education levels, low-income levels, long migration distances, short migration times, and no family accompany.

This paper, based on the survey data of 506 knowledge-based innovation team leaders, employed the regression model and adopted the bootstrap method, to explore the influence of the temporal team mental model on team performance from the perspective of team process. The study results showed that the temporal team mental model has a significant positive predictive effect on team performance; behavioral integration has a mediating effect between temporal team mental model and team performance; task complexity positively moderates the relationship between behavioral integration and team performance and moderates the mediating effects of behavioral integration.

This paper, based on the survey data of 506 knowledge-based innovation team leaders, employed the regression model and adopted the bootstrap method, to explore the influence of the temporal team mental model on team performance from the perspective of team process. The study results showed that the temporal team mental model has a significant positive predictive effect on team performance; behavioral integration has a mediating effect between temporal team mental model and team performance; task complexity positively moderates the relationship between behavioral integration and team performance and moderates the mediating effects of behavioral integration. [ABSTRACT FROM AUTHOR]

The dynamics of any organization that aims to perform in relation to a set of criteria is significantly influenced by the quality of performance of the management team. Personality, knowledge, availability to effort, cognitive versatility and the ability to develop socio-professional interactions favorable to the evolution of the organization are dimensions of interest when the object of analysis is a person with a decision-making role or when it is proposed as a member of a management team. Starting from the need to identify which are the resources through which similar organizations, in terms of quantity and quality of management teams, develop different organizational behaviors, both as internal dynamics and as adequacy to the constraints of the external environment, I identified as appropriate to analyze two qualitative dimensions directly attributable to the members of the management teams. Thus, in this article are presented some conclusions resulting from an empirical study on two key dimensions that are specific to the management team - behavioral integration and behavioral repertoire.

Resilience has begun to receive attention in entrepreneurship research. However, most studies focus on organizational and individual resilience; little is known about team resilience in the entrepreneurship field. To fill the gap, this study explores team resilience and its formation and function in a specific context: new venture teams (NVTs). Conceptualizing team resilience as a second-order emergent state with first-order dimensions being resilience-efficacious beliefs and resilience-adaptive capacity, this study articulates the role of behavioral integration in cultivating team resilience and tests the effect of team resilience on NVT performance. Furthermore, a double-edged sword effect of affective integration is proposed: it strengthens the link between behavioral integration and team resilience but weakens the tie between team resilience and performance. Survey data collected from 488 entrepreneurs in 110 NVTs lend support to our hypotheses. These findings add to the knowledge of team resilience in a unique entrepreneurship setting, expand our understanding of NVT effectiveness, and provide implications to NVTs in terms of resilience building and team climate management. [ABSTRACT FROM AUTHOR]

The dynamics of any organization that aims to perform in relation to a set of criteria is significantly influenced by the quality of performance of the management team. Personality, knowledge, availability to effort, cognitive versatility and the ability to develop socio-professional interactions favorable to the evolution of the organization are dimensions of interest when the object of analysis is a person with a decision-making role or when it is proposed as a member of a management team. Starting from the need to identify which are the resources through which similar organizations, in terms of quantity and quality of management teams, develop different organizational behaviors, both as internal dynamics and as adequacy to the constraints of the external environment, I identified as appropriate to analyze two qualitative dimensions directly attributable to the members of the management teams. Thus, in this article are presented some conclusions resulting from an empirical study on two key dimensions that are specific to the management team - behavioral integration and behavioral repertoire. [ABSTRACT FROM AUTHOR]

Opioid use has become an epidemic in the USA. Although there are safe uses for opioids to help manage acute pain, the effects of long-term use and any misuse of opioids can have grave outcomes, including death. To provide an empirically based "ask" for increased funding from the federal government to increase the reimbursement for and the integration of the behavioral component of Medication-Assisted-Treatment (MAT) for opioid use disorders, current policy was reviewed and important gaps in funding and treatment fidelity were identified. Current barriers to treatment include a dearth of treatment programs and a greater emphasis on and reimbursement for the pharmacological component of MAT only, leaving the behavioral component largely underfunded. We recommend additional funding to (a) increase the availability of and coverage for MAT that combines both pharmacological and behavioral components and (b) support the scientific inquiry into the factors that contribute to, maintain, and exacerbate opioid-related issues. We also recommend declaring the opioid epidemic a national emergency and not just a public health emergency, which would provide immediate access to billions of dollars in federal dollars to fund treatment programs. [ABSTRACT FROM AUTHOR]

Integrating insights from organizational information processing theory and social categorization theory, we examine how top management team (TMT) tenure diversity affects team performance. We propose a theoretical framework that examines how these two conflicting processes occur simultaneously within diverse TMTs by arguing that TMT tenure variety influences information processing while TMT tenure separation influences the social categorization process. We argue for the presence of nonlinear relationships between tenure variety, tenure separation, and team performance. Furthermore, we propose that these relationships are moderated by the level of TMT behavioral integration. Based on a sample of 357 senior managers from 126 firms in China, we find that both TMT tenure variety and TMT tenure separation have opposing and nonlinear relationships with TMT performance, and the relationship between TMT tenure separation and TMT performance is moderated by the level of TMT behavioral integration. Our results help clarify the conflicting conclusions of previous TMT tenure diversity research. Our findings suggest that the effect of diversity depends on the type of diversity as they affect different processes. Our findings also explain how the opposing effects of both information processing and social categorization can occur simultaneously in the TMT. Furthermore, the effects of both processes are not linear while the level of diversity variety and diversity separation can affect the marginal effects. Finally, TMT behavioral integration processes affect how tenure diversity plays its role in team performance. [ABSTRACT FROM AUTHOR]

Top management teams' (TMTs') behavioral integration has received extensive attention from strategic management scholars in recent years. To learn more about the consequences of this phenomenon at the team level, we explore the relationship between TMTs' behavioral integration with their innovativeness and sustainability orientation. To accomplish this, we surveyed 40 TMTs in Iranian small- and medium-sized enterprises (SMEs) at two points in time. We ran a hierarchical multiple regression in order to test the hypotheses of the study. Building a theoretical model based on the Upper-Echelons framework, we found that the extent to which a TMT is behaviorally integrated is positively and significantly related to TMT innovativeness. Furthermore, our result reveals that a highly behaviorally integrated TMT is more likely to engage in sustainability-oriented actions. Hence, behaviorally integrated TMTs offer its team members an increased chance of being innovative and generating new ideas as compared to less behaviorally integrated TMTs. Finally, our results indicate that the generation of novel ideas is higher in teams with younger members, and that highly educated TMTs generate more innovative ideas in the workplace. [ABSTRACT FROM AUTHOR]

The aim of this paper is to analyze how the task and relationship conflicts that arise during the decision-making process within top management teams affect firm innovativeness, as well as the moderating role performed by behavioural integration. Specifically, we propose that behavioural integration helps to reduce the negative effects of conflict, reducing the likelihood of task conflict triggering relationship conflict and reinforcing the benefits of task conflict on firm innovativeness. Using a sample of 64 top management teams of Spanish firms, we find that relationship conflict fully mediates the negative effect of task conflict on firm innovativeness. In addition, behavioural integration moderates the direct effect of task conflict on firm innovativeness, making it more constructive. We conclude that high correlations between the dimensions of conflict will mask the potential benefits of task conflict, unless appropriate mechanisms to manage conflict exist within the top management team. [ABSTRACT FROM AUTHOR]

This study seeks to advance previous research by linking top management team ( TMT) processes to organizational ambidexterity, and highlights the importance of environmental dynamism as a boundary condition on the effectiveness of TMTs in promoting balance between exploratory and exploitative learning. The findings from multiple respondents (245 TMT members, including the CEO of the SBUs, and 883 employees) in 101 small-sized strategic business units ( SBUs) with a defined product line indicate that TMT behavioral integration helps build ambidexterity, but that the influence of TMT behavioral integration on ambidexterity is stronger when the task environment is characterized by a high level of dynamism. These findings contribute to a better understanding of the conditions under which behaviorally integrated TMTs are able to pursue an ambidextrous orientation in relatively small-sized units. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]