Management heterogeneity, competitive interaction groups, and firm performance

• 成果类型: Article
• 署名作者: Pegels, CC; Song, YI; Yang, B
• 署名单位: State University of New York (SUNY) System; University at Buffalo, SUNY
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/1097-0266(200009)21:9<911::AID-SMJ124>3.0.CO;2-9
• 发表日期: 2000
• 页码: 911-923
• 关键词: management heterogeneity; competitive interaction group; firm performance; TOP MANAGEMENT TEAM; strategic leadership

摘要

One of the fundamental problems in strategic management is to map a heterogeneous set of firms in an industry into subsets of firms within which firms are homogeneous in their conduct and performance. The strategic group concept provides an answer to this intriguing question. Reseachers in strategic group theory argue that firms within the same strategic group are behaviorally similar and thus tend to compete more fiercely within the group than across groups. in this paper; we focus on the question whether firms within the same group show similar decision-making characteristics. Strategic-choice theorists argue that top management teams in firms have substantial discretion in determining the future strategic contour of firms. Upper-echelon theorists also argue that top managers are the strategists who set the direction of firms and the pace of competition in the industry. Further; they argue that top management team characteristics are an important element that determines the market niche in which a firm competes and the strategic direction a firm follows. Based on these arguments, we expect that there will be a significant link between grouping of firms by the patterns of competitive interactions and grouping of firms by top management ream heterogeneity. Moreover, we argue that the closer the TMT heterogeneity of a firm is to the dominant heterogeneity in the cognitive interaction group, the better it performs. Copyright (C) 2000 John Wiley & Sons, Ltd.