Top Management Team Surface-Level Diversity, Strategic Change, and Long-Term Firm Performance: A Mediated Model Investigation

Simple item page
dc.contributor.authorWu, J.
dc.contributor.authorRichard, Orlando C.
dc.contributor.authorZhang, X.
dc.contributor.authorMacaulay, C.
dc.contributor.utdAuthorRichard, Orlando
dc.date.accessioned2020-07-22T17:13:08Z
dc.date.available2020-07-22T17:13:08Z
dc.date.issued2019-05-17
dc.descriptionDue to copyright restrictions and/or publisher's policy full text access from Treasures at UT Dallas is limited to current UTD affiliates (use the provided Link to Article).
dc.description.abstractTop management team (TMT) heterogeneity research has not yet clearly revealed whether surface-level diversity (i.e., national culture, gender, age) contributes to or detracts from a firm’s financial performance and has not focused on how strategic change frequency (number international diversification or refocusing activities) serves as an intervening mechanism. Based on a sample of 1,993 firms between 2003 and 2015, we examine the mediating role of strategic change frequency in the relationship between surface-level diversity and long-term firm performance. Grounded in the upper echelons perspective, we find that TMT surface-level diversity increases rather than decreases strategic change frequency. Furthermore, our results are consistent with our hypothesized positive relationship between strategic change frequency and long-term firm performance. More important, we also find support for a longitudinal-based mediation model in which strategic change frequency in terms of diversification/refocusing actions (Time 2) transmits the positive effect of TMT surface-level diversity (Time 1) to long-term financial performance (Time 3) without accounting for any moderated conditions suggesting that mediation models warrant more utilization in the upper echelons research and internationalization research domains. Implications for the upper echelons theory in a more global world as if relates to the often unexplored surface-level diversity are offered. © The Authors 2019.
dc.description.departmentNaveen Jindal School of Management
dc.identifier.bibliographicCitationWu, J., O. C. Richard, X. Zhang, and C. Macaulay. 2019. "Top Management Team Surface-Level Diversity, Strategic Change, and Long-Term Firm Performance: A Mediated Model Investigation." Journal of Leadership and Organizational Studies 26(3): 304-318, doi: 10.1177/1548051819848997
dc.identifier.issn1548-0518
dc.identifier.issue3
dc.identifier.urihttp://dx.doi.org/10.1177/1548051819848997
dc.identifier.urihttps://hdl.handle.net/10735.1/8727
dc.identifier.volume26
dc.language.isoen
dc.publisherSage Publications Inc.
dc.rights©2019 The Authors
dc.source.journalJournal of Leadership and Organizational Studies
dc.subjectAbility, Influence of age on
dc.subjectDiversity in the workplace
dc.subjectCultural pluralism
dc.titleTop Management Team Surface-Level Diversity, Strategic Change, and Long-Term Firm Performance: A Mediated Model Investigation
dc.type.genrearticle

Files

Original bundle

Now showing 1 - 1 of 1
Thumbnail Image
Name:
JSOM-7152261678.52-LINK.pdf
Size:
185.53 KB
Format:
Adobe Portable Document Format
Description:
Link to Article
Download

Collections

Richard, Orlando C.