TMT educational and functional background diversity, team mechanisms and firm performance: The moderating role of CEO empowering leadership

Long Zeng Wu*, Liqun Wei, Chung Ming Lau

*Corresponding author for this work

    Research output: Contribution to conferenceConference paperpeer-review

    3 Citations (Scopus)

    Abstract

    Drawing on the empowering leadership literature and the categorization-elaboration model of team diversity, this study investigated one contextual factor and two mechanisms underlying the TMT diversity-firm performance relationship. Emiprical examinations based on a sample of 133 firms in China found support to all our hypotheses-that TMT educational background diversity and functional background diversity were positively related to performance when CEO empowering leadership was high. Moreover, team learning behavior and collective team identification were found to mediate the interactive effects of TMT educational and functional background diversity and CEO empowering leadership on firm performance.

    Original languageEnglish
    Publication statusPublished - 2010
    Event70th Annual Meeting of the Academy of Management, AOM 2010: Dare to Care - Passion and Compassion in Management Practice and Research - Montreal, QC, Canada
    Duration: 6 Aug 201010 Aug 2010
    http://pd.aom.org/2010/subMenu.asp?mode=setmenu&menuid=14 (Conference program)
    https://journals.aom.org/toc/amproc/2010/1 (Conference proceedings)

    Conference

    Conference70th Annual Meeting of the Academy of Management, AOM 2010
    Country/TerritoryCanada
    CityMontreal, QC
    Period6/08/1010/08/10
    Internet address

    Scopus Subject Areas

    • Management of Technology and Innovation
    • Industrial relations

    User-Defined Keywords

    • CEO empowering leadership
    • Firm performance
    • TMT educational and functional background diversity

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