Abstract
Demographic heterogeneity and conflict have both been shown to influence the effectiveness of top management team (TMT) decision making. While there is evidence of positive and negative effects, there is also evidence linking heterogeneity and conflict together, which makes for a complicated set of relationships and implications. Drawing upon action theory (Parsons, 1937), we argue that values and value congruence are key and overlooked determinants of how heterogeneity affects conflict and how heterogeneity and conflict together influence the effectiveness of TMT decision making.
| Original language | English |
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| Publication status | Published - 2010 |
| Externally published | Yes |
| Event | 70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010 - Montreal, QC, Canada Duration: 6 Aug 2010 → 10 Aug 2010 |
Conference
| Conference | 70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010 |
|---|---|
| Country/Territory | Canada |
| City | Montreal, QC |
| Period | 6/08/10 → 10/08/10 |
Keywords
- Conflict
- Heterogeneity
- Top management team
ASJC Scopus subject areas
- Management of Technology and Innovation
- Industrial relations
