000			01648naa a2200241uu 4500
001			8283
003			OSt
005			20190211154424.0
008			021113s2005 xx ||||gr |0|| 0 eng d
100	1		_aCARPENTER, Mason A _91874
245	1	0	_aThe implications of strategy and social context for the relatioship between top management team heterogeity and firm performance
260			_c2002
520	3		_aThis research reexamines the link between top management team (TMT) heterogeneity and firm performance. Specifically, I theorize that the effects of education, work experience, and tenure on performance will depend upon the top management team's strategic and social context. In a test of such theorizing. I find that (1) the positive relationships between TMT educational, functional, and tenure heterogeneity and performance are contingent on complexity, as indicated by a firm's international strategy and, (2) such relationships are clearly stronger in short-ternured top management teams. The theory and results presented here provide impetus for future studies, as well as suggest to upper echelon researches that they thing more critically about the conditions under which demographic characteristics are most likely to influence organizational outcomes like performance
650		4	_aTop management teams _917381
650		4	_aInternational Strategy _917355
650		4	_aBehavioral Integration _917382
650		4	_aFirm Performance _917339
650		4	_aUncertainty _917383
773	0	8	_tStrategic Management Journal _g23, 3, p. 275-284 _d, 2002 _w
942			_cS
998			_a20021113 _bLucima _cLucimara
998			_a20060612 _b1634^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c8429 _d8429
041			_aeng