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Purpose This study aims to understand the relationship between behavioral integration in the boardroom and board performance. Design/methodology/approach The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom. Findings The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board). Research limitations/implications Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally. Practical implications For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team. Social implications Team’s conversational environment has crucial impact on team outcomes. Originality/value This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.

Entrepreneurial ecosystems are the systems of inter-related forces that encourage and sustain entrepreneurship in a geographic area. Vibrant entrepreneurial ecosystems exhibit coordination – participants engage in explicit attempts to develop, organize, and promote the ecosystem. Studies have begun to explore how leadership influences ecosystem coordination. However, there is not a holistic theory explaining the antecedents and effects of entrepreneurial ecosystem leadership. To develop such a theory, this paper proposes a model of entrepreneurial ecosystem behavioral integration. It is theorized that entrepreneurial ecosystem behavioral integration is influenced by leader and leadership-group characteristics and, in turn, influences ecosystem coordination. The model contributes to research at the intersection of entrepreneurship and leadership by delineating a precise and theoretically-driven conception of entrepreneurial ecosystem leadership. In examining the linkages between ecosystem leadership and coordination, a more nuanced understanding of coordination is provided by identifying its mechanisms and sub-dimensions. The proposed theory charts a path for interdisciplinary research on entrepreneurial ecosystems and leadership.

This study considers the mediating role of top management teams&rsquo, (TMTs) behavioral integration in exploring the relationship between the strategic decision-making process (SDMP, procedural rationality and constructive political behavior) and sustainable decision performance (decision quality and decision satisfaction). Survey data totaling 580 from the TMTs of the science and technology enterprises from first-tier cities in China were analyzed through structural equation modeling. The results indicate a positive influence of procedural rationality and constructive political behavior on sustainable decision quality and satisfaction. Behavioral integration appeared to mediate the nexus between the sustainable decision-making process and strategic decision performance. By categorizing the SDMP into two dimensions, a complete and explicit concept of the SDMP is reached, which permits practitioners to aim investments of a critical resource in realizing the full potential of decision performance in the sustainable decision performance.

Drawing on the input–mediator (a blend of team process and emergent state)–output (IMO) framework, we develop a conceptual model in which team behavioral integration is conceived of as a team-level mediator that links team interdependence (input) with team performance (output). Using a three-wave research design, we test the hypothesized model with the data of 102 R&D teams from three information technology companies in China. Results indicate that team interdependence positively influences team behavioral integration, and that team behavioral integration positively affects team performance. In addition, team behavioral integration is found to mediate the relationship between team interdependence and team performance. The theoretical and managerial implications of these results are discussed.

Behavioral integration of top management teams (TMTs)—i.e., CEO and other top managers (TMs)—represents a key enabler of firms’ strategic success in dynamic environments. Behavioral integration den...

Purpose The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of TMT behavioral integration in their relationship. It reveals how TMT internal social capital impacts strategic decision-making speed. Design/methodology/approach On the basis of the social capital theory and upper echelons theory, at first, a model about TMT internal social capital and strategic decision-making speed is proposed by exploratory case study. Then, the data obtained via questionnaire from 67 TMTs by software SPSS 19.0 and AMOS 17.0 are analyzed, and the theoretical hypotheses as mentioned above are verified. Findings The empirical study found that different dimensions of TMT internal social capital have significant positive impact on TMT behavioral integrity; TMT behavioral integrity has significant positive impact on strategic decision-making speed; and TMT behavioral integrity as an intermediary variable played a brokering role in the relationship between TMT internal social capital and strategic decision-making speed. Originality/value The study enriches the empirical test on the relationship between TMT internal social capital and decision speed, thereby helping the authors further understand how to improve the speed of strategic decision making in TMT.

While the strategic leadership literature has examined relationships between top management team characteristics and various types of outcomes, there has been relatively little research on the ways in which these teams' members dynamically interact. In an attempt to shed light on this aspect, we conducted an exploratory study of the dynamics in two top management teams. We focused on interactions between team members and on their inter-relationships during decision-making processes. Our study led us to identify five forms of microdynamics, which we labeled the constellation, the bridge, the triangle, the umbrella and the island. We present each of these microdynamics and discuss their consequences for the team's functioning and for behavioral integration, drawing on our own data, and on examples from other texts (published cases and book chapters, the popular press). Our findings show how each of these microdynamics influences the team's collective processes and how they may interact with each other to produce greater or lesser degrees of behavioral integration within the team. The bridge microdynamic emerges as particularly important in generating greater behavioral integration. Because these microdynamics can yield positive and negative consequences, the way they are managed can play a role in effectively mobilizing team diversity while avoiding counterproductive and detrimental situations.

Purpose – The purpose of this paper is to explore the role of CEO transformational leadership in promoting ambidexterity of top managers. This paper posits that connecting CEO transformational leadership with the CEO-top manager interface offers a better explanation of heterogeneity in top manager ambidextrous behavior. Design/methodology/approach – This study is based on a questionnaire survey of 388 senior managers in 80 top teams nested in 80 small- to medium-sized Taiwan manufacturing firms. Findings – The findings indicate that transformational CEOs shape the CEO-top manager interface, characterized by senior team behavioral integration, decentralization of responsibilities, long-term compensation, and individual manager risk propensity, and in turn promote ambidexterity at the individual top manager level. Originality/value – Hence, the authors contribute to the existing understanding that transformational CEOs may not only have a beneficial influence on firm-level ambidexterity, but also may be particularly effective in enabling individual-level top managers to simultaneously explore and exploit.

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

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.

Research among lower level teams suggests that minority dissent stimulates team innovation. We consider the role of CEO transformational leadership in the dissent-innovation relation and study this in Top Management Teams (TMTs). We propose that transformational leaders create a psychologically safe team climate, in which dissenting opinions are used effectively to create radical innovations. Members of 36 TMTs (N = 196) completed a questionnaire to assess minority dissent, transformational leadership, and participative safety. CEOs provided data about the innovations implemented by the team. Results showed that minority dissent was positively related to the number of innovations implemented by TMTs. However, only under high levels of transformational leadership were these innovations radical. It was further found that transformational leadership had this effect because it was positively associated with participative safety. These results indicate that minorities stimulate innovativeness and that through transformational leadership CEOs can create a climate in which minority input is transformed into radical innovations. Implications for TMT performance and team innovation are discussed.

This study examines how CEO empowering leadership shapes top management team (TMT) behavioral integration and potency, thereby enhancing firm performance. Using a sample of 82 TMTs, structural equation modeling supports a mediation model in which CEO empowering leadership is positively related to TMT behavioral integration, and, in turn, it enhances TMT potency and firm performance. The effect of TMT potency on firm performance is stronger when the TMT members perceive high environmental uncertainty. We discuss both theoretical and practical implications of the paper for research on Upper Echelons Theory and TMTs.

The call for more extensive research regarding the role of processes within top management teams (TMTs) in organizational functioning is addressed in this study. The focus is on the service sector, which according to recent estimations accounts for more than 60% of the total economic activity in most Organization for Economic Cooperation and Development countries and examines the relationship between TMT behavioral integration and multiple performance measures of service organizations. Results from survey data of TMTs from 96 organizations show that TMT behavioral integration is positively associated with both human resource performance and economic performance. The relationship between TMT behavioral integration and service quality and development was only marginally significant.

Research about transformational CEOs' impact on firm-level outcomes, particularly corporate entrepreneurship, has been equivocal, partially because the underlying mechanisms remain largely unexplored. Given that the individuals most closely influenced by a firm's CEO are its top management team (TMT) members, we focus on the CEO-TMT interface as a salient intervening mechanism. We posit that transformational CEOs influence TMTs' behavioral integration, risk propensity, decentralization of responsibilities, and long-term compensation and that these TMT characteristics impact corporate entrepreneurship. Data from 152 firms supported most of our hypothesized links, underscoring how the CEO-TMT interface helps explain transformational CEOs' role in promoting corporate entrepreneurship.

Market orientation represents a fundamental theoretical domain within the marketing literature and, arguably, one of the most important contributions of marketing thought to the business discipline (Menguc and Auh 2006). This study contributes to the extant literature by developing and testing an integrated framework of the influence of an organization’s top management teams and board of directors on market orientation and the subsequent impact on innovation and firm performance. First, extending perspectives that top management influences an organization’s market orientation (e.g., Jaworski and Kohli 1993), behavioral integration within top management teams (Hambrick 2004; Simsek et al. 2005) and control exerted by board of directors (Walters et al. 2010) are examined as antecedents of market orientation. Second, shedding further light on the relationship between market orientation and innovation (e.g., Grinstein 2008; Han et al. 1998), two types of innovation, namely exploratory innovation and exploitative innovation (Jansen et al. 2006), are investigated as outcomes of market orientation.

Little research on top management teams (TMTs) has sought to understand how group processes may influence organizational outcomes. This study examined the role of TMT behavioral integration in explaining the quality of strategic decisions and how these constructs together influenced organizational decline. Findings from survey data of 116 TMTs and a follow up case study show that TMTs in which members reported higher behavioral integration made better quality strategic decisions. Behavioral integration of TMTs was negatively related to organizational decline both directly and indirectly through the perceived quality of strategic decisions. We discuss implications for more fully utilizing the capabilities of TMTs to confront organizational threats.

We develop the concept of factional groups, or those in which members are representatives from a small number of (often just two) social entities. Such groups include many merger integration teams,...

Extending Hambrick's (1994) concept of behavioral integration, a meta-construct of top management team process, we theorized on the extent to which CEO-, team-, and firm-level determinants shape be...

Research demonstrates that ambidexterity is often very important for achieving and sustaining firm performance. In this paper, we delve deeper into what influences ambidexterity and consequently firm performance. We suggest that learning from failure affects a firm’s ability to achieve organizational ambidexterity (that is, balance between exploration and exploitation activities), and further, given the important role of firm leadership in making strategic decisions, we examine how behavioral integration among members of the top management team affects the relationship between learning from failure and ambidexterity. Subsequently, we examine the important relationship between ambidexterity and firm performance by focusing on the moderating effects of two types of knowledge stock – market and technological. We test our conceptual framework using a sample of 235 firms. Our results indicate that learning from failure positively influences ambidexterity while top management behavioral integration weakens this...

Top management teams ("TMTs") make strategic decisions that affect organizational performance. As a result, top management team decision making has become of great interest to researchers in the fi...

Deficiencies within a top management team (TMT) can gravely impair a firm9s performance and vitality. Based on interviews with 23 CEOs of major companies in the United States and Europe, this article identifies the five major problems CEOs have with their TMTs: inadequate capabilities of a single executive, a common team-wide shortcoming, harmful internal rivalries, groupthink, and fragmentation. Fragmentation, the most critical problem, is the case of the team that is not a team at all, but rather a mere constellation of senior executives pursuing their own agendas, with a minimum of collaboration or exchange. Fragmentation often stems from success, and a fragmented team may operate adequately under conditions of stability. But, in the face of a major environmental shift affecting the whole firm, the fragmented team is slow, arts in a piecemeal fashion, and is generally maladaptive. The article offers suggestions for overcoming the problem of TMT fragmentation.

En la literatura de dirección estratégica, la investigación que explica los resultados de los equipos enfatiza el papel de los procesos y, concretamente, del comportamiento integrador. Por otro lado, en educación superior el trabajo en equipo es una herramienta aceptada y en extensión pero con usos heterogéneos y resultados dispares. El objetivo de este trabajo es demostrar que el aprendizaje cooperativo, como parte integral del proceso de aprendizaje, permite adquirir un mejor nivel de comportamiento integrador a los miembros del equipo. Analizando el comportamiento integrador en 101 estudiantes que utilizaron aprendizaje cooperativo y comparándolos con 120 de un grupo de control demostramos esta relación.

The article discusses the group dynamics involved in team learning, transformational leadership, and the behavioral integration of teams in the workplace. Five hypotheses are tested with research methods such as analysis of variance, Likert-type scales, and structural equation modeling. The discussion focuses on the impact of a team's learning orientation and behavior on its leadership and effectiveness. The study suggests that cohesive teams can be developed by leaders who support an environment for learning or promote proactive learning behavior. Other research that examined team interactions and demographics is mentioned Refereed/Peer-reviewed

We study on the relation of top management team behavior integration, strategic decision-making speed and firm performance towards time-based competition. the behavior integration level of top management team has a positive directly impact on the strategic decision speed. Furthermore, the behavior integration level of top management team has a positive directly impact on the strategic firm performance. Therefore, we can see that the various dimensions of team behavior integrate not only have a direct impact on firm performance but also have indirect impact on firm performance through strategic decision-making speed. Important aspects of this paper are that (1) we research on the relation of top management team behavioral integration, strategic decision speed and firm performance towards time-based competition, and (2) it offers large sample support of a theory begun by Eisenhardt (1989) and Judge and Miller (1991) that decision speed affects firm performance. We also expanded strategic decision speed research by the introduction of team behavior integration.

International audience; While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small- to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypothesizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.

Behavioral integration among top management team (TMT) members is critically important for firm performance. Yet we know very little about the social psychological processes that occur among TMT me...

Previous research has an inconclusive conclusion on the effect of top management team (TMT) diversity on TMT performance. Integrating insights from organizational information processing theory and ...

The behavioral integration of top management teams (TMTs) plays a vital role in improving the quality of team decisions. This study investigated the behavioral integration of TMTs from a culture perspective and developed a model of cultural factors affecting the integration using the grounded theory method to analyze the three pairs of polar cases of three types of enterprises-foreign enterprises, private enterprises and state-owned enterprises. Two cultural factors were derived: intellectual orientation and harmony without uniformity. Intellectual orientation is the principle for value judgment, including three dimensions, namely, respect for talents and knowledge, emphasis on thinking, and commitment to learning. Harmony without uniformity is the principle that guides team communication, consisting of three dimensions, namely, open communication, rational discussions and critique and persistence. Strong behavioral integration of TMTs is driven by the interactive results of both intellectual orientation ...

Working is among the most familiar of adult activities, yet it requires the highest degree of physical, cognitive, and behavioral integration of skills to be successful. The identification of a career goal or path is an intricate interplay of personal experience, familial and societal expectations, economic need, and opportunity. Following a brain injury, the delicate fabric of work potential, once solid and strong and made of the fibers of skill, social and personal acceptance, and economic viability, is tattered and torn, its useful potential in question. Mending the fabric takes time, special skill, and expertise, but the key determinant is the quality of the fabric itself, what it was before, and what it is now. Regardless of the skill of the tailor, delicate fabric will always show some flaws or irregularities, but the skill of the tailor can make the difference in the purpose and usability of the cloth.

It is suggested that molar streams of behavior are constructed of various arrangements of three elementary constituents (elicited, evoked, and emitted response classes). An eight-cell taxonomy is elaborated as a framework for analyzing and synthesizing complex behavioral repertoires based on these functional units. It is proposed that the local force binding functional units into a smoothly articulated kinetic sequence arises from temporally arranged relative response probability relationships. Behavioral integration is thought to reflect the joint influence of the organism's hierarchy of relative response probabilities, fluctuating biological states, and the arrangement of environmental and behavioral events in time.

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.