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 language | English |
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| Publication status | Published - 2010 |
| Event | 70th 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 2010 → 10 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
| Conference | 70th Annual Meeting of the Academy of Management, AOM 2010 |
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| Country/Territory | Canada |
| City | Montreal, QC |
| Period | 6/08/10 → 10/08/10 |
| Internet address |
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Scopus Subject Areas
- Management of Technology and Innovation
- Industrial relations
User-Defined Keywords
- CEO empowering leadership
- Firm performance
- TMT educational and functional background diversity
