Journal
STRATEGIC MANAGEMENT JOURNAL
Volume 36, Issue 3, Pages 449-461Publisher
WILEY-BLACKWELL
DOI: 10.1002/smj.2230
Keywords
top management teams; interdependence; group heterogeneity; upper echelons theory
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Studies of the effects of top management team (TMT) composition on organizational outcomes have yielded mixed and confusing results. A possible breakthrough resides in the reality that TMTs vary in how they are fundamentally structured. Some are structured such that members operate independently of each other, while others are set up such that roles are highly interdependent. We examine the potential for three facets of structural interdependencehorizontal, vertical, and reward interdependenceto resolve ambiguities regarding effects of TMT heterogeneity. Based on a sample of TMTs in technology firms, we find that the three facets of structural interdependence are potent moderators of two classic predictions: the positive association between TMT heterogeneity and member departures, and between TMT heterogeneity and firm performance. Copyright (c) 2014 John Wiley & Sons, Ltd.
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