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Top Management Team Heterogeneity, Global Strategic Posture, And Firm Performance: Evidence From Mnes Headquartered Around The World, Adrian Gil
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This study empirically examines the relationship between top management team (TMT) heterogeneity and firm performance for a sample of multinational enterprises (MNEs) headquartered in 31 countries from across the globe. Utilizing the theoretical perspectives of upper echelons (Hambrick & Mason, 1984) and information processing (Daft, Bettenhausen, & Tyler, 1993; Galbraith, 1973), I hypothesize that global strategic posture, a measure of the intensity of a firm's involvement in the multinational business environment, moderates the relationships between TMT heterogeneity and firm performance. My findings reveal an "enhancing" interaction (Cohen, Cohen, West, & Aiken, 2003: 285-286) between the different TMT heterogeneities investigated and …