The Effects of TMT Faultlines and CEO-TMT Power Disparity on Competitive Behavior and Firm Performance. Issue 5 (October 2019)

• Record Type: Journal Article
• Authors: Li, Mengge; Jones, Carla D.
• Is Part Of: Group & organization management. Volume 44:Issue 5(2019)
• Page Start: 874
• Page End: 914
• Publication Date: 2019-10
• Subjects: top management team -- CEO -- faultlines -- competitive behavior -- firm performance; Group relations training -- Periodicals; 658.4
• DOI: 10.1177/1059601118813790
• Languages: English
• ISSNs: 1059-6011

Abstract

Although upper echelons scholars have drawn from the demographic faultlines concept to study top management team (TMT) subgroup dynamics, the effects of TMT faultlines on competitive behavior and performance outcomes have not been well documented. To gain greater insight, we develop a model that connects TMT faultlines, CEO-TMT power disparity, competitive behavior, and firm performance. We hypothesize that TMT faultlines and CEO-TMT power disparity jointly determine a firm's competitive aggressiveness and simplicity, and these two competitive behaviors influence firm performance. Using a sample of 295 U.S. firms in 146 industries from 2000 to 2013, our findings indicate that (a) TMTs with strong faultlines take fewer and simpler competitive actions, and CEO-TMT power disparity further worsens the negative effect on the volume of competitive actions, and (b) fewer and simpler competitive actions benefit short-term firm performance; however, they hurt the long-term firm performance trend. These findings contribute to the upper echelons and competitive dynamics research and suggest important managerial implications.