参考文献：Vera, D., Bonardi, J. P., Hitt, M. A., & Withers, M. C. (2022). Extending the boundaries of strategic leadership research. The Leadership Quarterly, 33(3), 101617.
本文章讨论女性管理者与公司层面创新之间的联系。基于近期关于性别和领导风格的研究，作者认为女性管理者与公司创新之间存在正相关，指出女性管理者的选拔过程是一个重要的潜在影响机制，并讨论了制度和环境突发事件作为影响这种关联的因素。本研究的结果显示：在有法律规定的管理层性别配额的国家，可能会选择资质不合的女性担任管理职位，而在自愿性别配额（或没有配额制度）的国家，女性凭借其履历和资格被选入管理层。在后一种情况下，女性与创新之间的联系得到加强；相反，在前一种情况下，女性与创新之间的联系弱化。证据同时指出，在环境复杂（通常意味着创新活动的出现）条件下，这种正向关系会更强。
Our understanding of the link between women managers and firm-level innovation remains incomplete. Building on recent research on gender and leadership styles, we argue that there is a positive association between women managers and firm innovation. We highlight the selection process of women managers as an important underlying mechanism and discuss institutional and environmental contingencies as factors that influence this association. Specifically, we theorize and garner empirical support for the idea that in countries with legislation that promotes legally-mandated gender quotas, underqualified women may be selected for management positions, whereas in countries with voluntary gender quotas (or quotas are entirely absent), women are predominantly selected on the basis of their qualifications. The association between women and innovation is strengthened (weakened) in the latter (former) case. We also argue that this positive relationship is stronger under conditions of environmental complexity, which typically characterize innovation activities. These predictions are supported on the basis of data from the Management, Organization and Innovation (MOI) survey which covers manufacturing firms in twelve countries.
参考文献：Foss, N., Lee, P. M., Murtinu, S., & Scalera, V. G. (2022). The XX factor: Female managers and innovation in a cross-country setting. The Leadership Quarterly, 33(3), 101537.
Nascent research suggests that benefits of intuition use accrue not only to individuals but also to teams. These benefits may be especially important for top management teams (TMTs), who formulate strategic decisions for their firms. However, work on intuition use in strategic decision making (SDM) remains focused on the intuitions of chief executive officers (CEOs). Furthermore, the emerging literature on team intuition is very fragmented, leaving an unclear picture of how teams may develop and use intuition in their decision-making activities. To address these problems, we integrate team intuition and TMT research to propose four forms of TMT intuition, which differ based on the locus and integration of intuition. We describe the forms of TMT intuition, clarify the mechanisms that shape them, and discuss their relevance for TMTs' decision-making activities. Overall, we advocate for strategy research that focuses on the notion of “team” in team intuition.
参考文献：Samba, C., Williams, D. W., & Fuller, R. M. (2022). The forms and use of intuition in top management teams. The Leadership Quarterly, 33(3), 101349.
Two major themes in the upper echelon decision making literature are the efficacy of the CEO and the composition of the top management team (TMT). Little research has examined their intersection. This study addresses the call to reveal the social processes within TMTs, by focusing on CEO-TMT member interaction in decision making. Drawing on video ethnographic data of two TMTs, we explore the patterns of interactions between CEOs and TMT members in their strategic decision-making meetings. Through an analysis of 20 issue discussions, we identify five “constellations”, a team level construct capturing the core relational dynamics that are created through mutual CEO-TMT member influence during a team's discussion of a strategic issue. We explain how these constellations unfold and their implications for the processes and outcomes of TMT strategic decision making. We then elaborate how our findings contribute to the TMT and upper echelon literatures, as well as our understanding of team politics.
参考文献：Liu, F., Jarrett, M., & Maitlis, S. (2022). Top management team constellations and their implications for strategic decision making. The Leadership Quarterly, 33(3), 101510.
The CEO-TMT interface, defined as the linkage and interaction between the CEO and other top managers, has received increasing attention from scholars in different disciplines. This stream of research aims to unveil how CEOs and other executives interact with one another, influence each other, and become involved in collective activities that shape the fate of organizations. Yet, despite the burgeoning interest in this area, extant CEO-TMT research is characterized by various and disconnected assumptions about the interfacing roles through which CEOs and TMTs exercise strategic leadership. Drawing on role theory, we review extant CEO-TMT interface research in different disciplines, and systematically organize the various CEO-TMT role assumptions into three role-theory specifications: functionalism, social-interactionism, and structuralism. In taking stock of the three role specifications, we provide a critique of the strengths and boundaries of each, and chart directions toward an integrated ‘multi-role’ understanding of the CEO-TMT interface in strategic leadership.
参考文献：Georgakakis, D., Heyden, M. L., Oehmichen, J. D., & Ekanayake, U. I. (2022). Four decades of CEO–TMT interface research: A review inspired by role theory. The Leadership Quarterly, 33(3), 101354.
Chief Executive Officers (CEOs) are essential in driving firm innovation. However, despite existing research on CEO personality characteristics and firm innovation and performance, we know relatively little about how personality characteristics reflecting anticipatory action and strong outcome-oriented components, such as proactiveness, shape firm innovation and performance. We explore the relationship between CEO proactiveness and three facets of organizational innovation, as well as its impact on firm performance. We suggest that CEO proactiveness is manifested in different network-building, problem-solving, and feedback-seeking behaviors with different implications for exploratory innovation, exploitative innovation, and organizational ambidexterity, and that its effect on firm performance is partially mediated by organizational ambidexterity. By examining the influence of this important CEO personality characteristic on key firm strategic choices and performance, we extend research on strategic leadership and firm innovation and performance.
参考文献：Kiss, A. N., Cortes, A. F., & Herrmann, P. (2022). CEO proactiveness, innovation, and firm performance. The Leadership Quarterly, 33(3), 101545.
本研究考察了新任首席执行官 (CEO) 与董事会主席 (COB) 之间的声望差距如何影响公司多元化水平的变化。基于社会比较理论和活动理论，作者认为CEO和COB之间的声望差距改变了两位领导者之间的互动和沟通方式，进而影响了公司多元化的能力。基于来自135家公司的数据，发现CEO-COB的声望差距与公司多元化能力之间的关系呈U型。研究结果表明，低水平的CEO-COB声望差距，以及较低程度的高水平的 CEO-COB 声望差距，为公司多元化水平的更大程度上的变化创造了条件。此外，研究同时发现，当对应的CEO和COB的年龄差较大时，上述U型关系更为明显。
This study investigates how the prestige distance between a new chief executive officer (CEO) and the chairperson of the board (COB) can influence changes in the firm’s level of diversification. We draw on social comparison theory and activity theory to argue that the prestige distance between a CEO and COB alters the interaction and communication between the two leaders, and accordingly influences the firm’s ability to change its diversification posture. We test our hypotheses on a dataset of 135 firms and find that the prestige distance in CEO-COB dyads has a U-shaped relationship with the change in the firm’s level of diversification. Our results reveal that low CEO-COB prestige distance, and to a lesser extent high CEO-COB prestige distance, creates conditions for greater changes in the firm’s level of diversification. Further, we find that this U-shaped relationship is more pronounced when the CEO-COB dyad has greater age differences and flattens when the dyad shares age similarity.
参考文献：Salaiz, A., Evans, K. M., Jones, C. D., & Pathak, S. (2022). CEO-COB prestige distance and change in diversification: Exploring a curvilinear relationship. The Leadership Quarterly, 33(3), 101544.
本研究旨在通过CEO特征与高层管理团队 (TMT)情感体验之间关系的研究，来弥合战略领导研究的微观宏观鸿沟。作者预测CEO 的性格（情绪稳定性）与TMT的情感基调呈正向关系，并假设TMT情感基调与企业绩效之间的关系取决于TMT的任务相关的异质性，即积极的情感基调与异质TMT的企业绩效正相关，而消极的情感基调与同质TMT的企业绩效正相关。本研究采用了一种新研究方法测量CEO和TMT关键心理因素，并基于来自上市公司的50个TMT样本检验以上预测。本研究结果为战略领导力、情感和多样性文献提供了理论贡献，并为CEO选拔和管理以及多样性管理提供了实践指导。
In this paper, we aim to bridge the micro-macro divide by addressing continued calls from strategic leadership and affect researchers to examine the black box to consider how CEO characteristics relate to top management team (TMT) affective experiences, and, in turn firm outcomes. We further consider the role of one key contextual factor in this relationship: TMT heterogeneity. We predict that CEO personality, specifically, emotional stability, is positively associated with TMT affective tone. Moreover, we posit that the relationship between TMT affective tone and firm performance depends on TMT task-related heterogeneity, such that positive affective tone benefits firm performance in heterogeneous TMTs, whereas negative affective tone benefits firm performance in homogeneous TMTs. Using a novel methodology that measures key psychological aspects of the CEO and TMT, we examined 50 TMTs from publicly-traded companies to test our predictions. Our findings offer theoretical contributions to the strategic leadership, affect and diversity literatures as well as managerial applications for CEO selection and management and managing diversity in upper echelons.
参考文献：Ormiston, M. E., Wong, E. M., & Ha, J. (2022). The role of CEO emotional stability and team heterogeneity in shaping the top management team affective tone and firm performance relationship. The Leadership Quarterly, 33(3), 101543.
CEO对现状的承诺感（CSQ）是导致他们抵制组织变革的一个突出的心理因素。在这项研究中，作者关注管理权力，作为战略选择的核心要素，在 CEO的CSQ和公司脱离性活动之间的关系中的调节作用。基于权力的资源依赖角度，作者识别出权力的多个方面（结构、所有权、声望/社会和专家权力），及其对CEO由于CSQ 而引发的对公司变革的抵制的削弱作用。本研究强调了不同权力基础对高层管理人员决策的影响作用，这些研究有助于战略领导和组织变革文献的重要性，其中高层管理人员指那些在情况需要改变时倾向于不变的高管。通过更好地理解各种权力基础如何在存在管理心理偏见的情况下对战略结果产生独特影响，研究者可以更准确地评估权力对公司战略行动的影响。
CEOs' commitment to the status quo (CSQ) is a prominent psychological factor leading to their resistance to organizational change. In this study we focus on the moderating role of managerial power, a central element in strategic choice, in the relationship between CEOs' CSQ and corporate divestiture activity. Drawing from the resource dependence perspective of power, we identify multiple aspects of power (structural, ownership, prestige/social, and expert power) that reduce CEOs' resistance to corporate change arising from CSQ. This study contributes to the strategic leadership and organizational change literatures by underscoring the importance of considering how different power bases shape the decision making of top managers who may have tendencies to hold onto firm assets when the situation warrants change. With a better understanding of how various power bases may uniquely influence strategic outcomes in the presence of managerial psychological bias, we can more accurately assess the impact of power on firms' strategic actions.
参考文献：Chiu, S. C. S., Pathak, S., Hoskisson, R. E., & Johnson, R. A. (2022). Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?. The Leadership Quarterly, 33(3), 101459.
Why and when do CEOs invest in corporate social responsibility (CSR)? We theorize how CEOs' intrinsic motivations – their social values – and the incentivizing context interact to determine the utility they attach to generating collectively beneficial outcomes in decision-making, subsequently manifested in organizations' CSR investments. Based on a review of neuroscience evidence, indicating that social values are associated with distinct patterns of neural activation, we propose that these values are the compass by which CEOs navigate in complex decision environments. For CEOs with other-regarding values, generating collectively beneficial outcomes is part and parcel of their utility function. They are intrinsically motivated to invest in CSR, regardless of context. In contrast, CEOs with self-regarding values derive utility from generating collective benefits only when it is monetarily or socially incentivized. They are extrinsically motivated to invest in CSR when they stand to gain from it personally.
参考文献：Boone, C., Buyl, T., Declerck, C. H., & Sajko, M. (2022). A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility. The Leadership Quarterly, 33(3), 101386.
本研究考察了CEO的一个独特的时间心理特征——多元性时间观（CEO 倾向于同时参与多个项目并认为这是最好的工作方式的程度）。作者认为CEO的多元性时间观是企业创新的一把双刃剑，二者间的关系取决于环境和组织情境。当公司在更具动态性的环境中运营、规模相对较大且过去业绩不佳时，CEO 多元性时间观与公司创新呈正相关；当公司在动态较少的环境中运营、规模相对较小且过去业绩良好时，CEO多元性时间观与公司创新呈负相关。本研究初步尝试验证CEO多元性时间观的影响，并确定了CEO 多元性时间观对公司创新影响的边界条件。
This study examines a unique CEO temporal characteristic—polychronicity (the extent to which CEOs prefer to engage in multiple projects simultaneously and believe that this is the best way of doing things). I propose that CEO polychronicity is a double-edged sword for firm innovation and that this relationship is contingent on the environmental and organizational contexts. Specifically, CEO polychronicity is positively related to firm innovation when firms operate in more dynamic environments, are relatively large and have poor past performance, but is negatively related to firm innovation when firms operate in less dynamic environments, are relatively small and have good past performance. Results based on survey data from 111 Chinese small and medium-sized enterprises (SMEs) largely support my hypotheses. This study makes contributions by being an initial attempt to examine CEO polychronicity and by identifying essential boundary conditions of the effect of CEO polychronicity on firm innovation.
参考文献：Chen, J. (2022). A juggling act: CEO polychronicity and firm innovation. The Leadership Quarterly, 33(3), 101380.
We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations. We propose a new definition of strategic leadership and offer a framework organized around the essential questions of what strategic leadership is, what strategic leaders do, why they do it, and how they do it. To answer these questions, we organize our review around the eight functions strategic leaders serve, the key attributes of strategic leaders, the theories scholars have used to relate these functions and attributes to outcomes, contextual factors, and the organizational outcomes that strategic leaders affect. We identify how strategic leadership research is concentrated in five streams that rarely interact with each other, and offer suggestions for connecting these streams. Our review provides a big picture of what is known about individuals at the top levels of organizations and highlights the key areas where future investigation is essential.
参考文献：Samimi, M., Cortes, A. F., Anderson, M. H., & Herrmann, P. (2022). What is strategic leadership? Developing a framework for future research. The Leadership Quarterly, 33(3), 101353.
推荐
订阅
点击“阅读原文”发现更多未推送经济金融学论文导读！
文章评论