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Research article

First published 2019-2

Opening the Black Box: A Meta-Analytic Examination of the Effects of Top Management Team Diversity on Emergent Team Processes and Multilevel Contextual Influence

Hyuntak Roh, Kyungmi Chun, Yeejeong Ryou [...]

Group & Organization Management

Open access

Research article

First published 2022-11

Embracing Paradox: TMT paradoxical processes as a steppingstone between TMT reflexivity and organizational ambidexterity

Pepijn van Neerijnen, Michiel P. Tempelaar, Vareska van de Vrande

Organization Studies

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Research article

First published 2024-5

Business Model Implementation of New Ventures: Linking TMT Process Antecedents,Organizational Culture,and Firm Performance

Along Liu, Hefu Liu, Jibao Gu [...]

Entrepreneurship Theory and Practice

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Research article

First published 2014-1

New Venture Teams

Anthony C. Klotz, Keith M. Hmieleski, Bret H. Bradley [...]

Journal of Management

Open access

Research article

First published 2016-4

Management Capabilities,Innovation,and Gender Diversity in the Top Management Team: An Empirical Analysis in Technology-Based Smes

Jenny María Ruiz-Jiménez, María del Mar Fuentes-Fuentes

BRQ Business Research Quarterly

Open access

Research article

First published 2022-8

Acquisition target selection and technological relatedness: The moderating role of Top Management Team demographic faultlines

Korcan Kavuşan, Nüfer Yasin Ateş, Anna Nadolska

Strategic Organization

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Research article

First published 2005-12

The Influence of Relationship Conflict and Trust on the Transactive Memory

Devaki Rau

Small Group Research

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Research article

First published 2018-1

Interfaces of Strategic Leaders: A Conceptual Framework,Review,and Research Agenda

Zeki Simsek, Ciaran Heavey, Brian Curtis Fox

Journal of Management

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Other

First published 2005-06

Four Themes of the Impact of Management Teams on Organizational Performance

Shailendra Vyakarnam, Jari Handelberg

International Small Business Journal: Researching Entrepreneurship

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Research article

First published 2005-12

Reducing Causal Ambiguity to Facilitate Strategic Learning

Véronique Ambrosini, Cliff Bowman

Management Learning

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