Q2. What are the future works in "Social, behavioral, and cognitive influences on upper echelons during strategy process: a literature review" ?
For example, future research could examine the relations between CEO cognitive styles and strategic decision making ( e. g., Woiceshyn, 2009 ) —a topic the authors still know little about. The authors see such crossovers ( e. g., simultaneously examining social/behavioral influences—using one or more of the approaches they discuss in this article—and cognitive influences, perhaps at multiple levels ) as particularly promising for future research. Likewise, the authors suggested previously that future research can examine CEO proclivities for intuitive or analytical decision making. With regard to TMTs in particular, a number of studies examine several interesting topics and present some intriguing results that merit further investigation.
Q3. What are the main factors that influence the relationship between TMTs?
team processes such as task conflict, trust, or cohesion appear to moderate the relations between TMT cognitive diversity and performance (e.g., Wei & Wu, 2013).
Q4. What are the main factors that influence CEO and TMT?
Given recent trends that have the potential to weaken organizational identity (e.g., an increasing number of firms employing independent contractors rather than employees), scholars may want to examine social/behavioral factors that influence the joint evolution of CEO, TMT, and employee perceptions about what their organization is and how it operates.
Q5. What does the author think about the “bright side” personality dimensions?
With respect to the “bright side” personality dimensions, preliminary evidence indicates that these dimensions influence organizational outcomes through the mediating effect of transformational leadership (e.g., Resick et al., 2009).
Q6. What are the main factors in the study of CEO and TMT?
In addition to leadership, these studies typically consider additional factors such as CEO demographic and personality characteristics, TMT heterogeneity, and TMT characteristics such as decentralization, risk taking, and behavioral integration (i.e., whether a TMT engages in mutual and collective interaction).
Q7. What are the common studies that examine CEO-TMT interactions?
The few studies that examine this topic hint at relations similar to those observed for CEOs and TMTs, for example, CEO social ties to the TMT increase ambidexterity, and CEO personality influences task and relationship conflict within the TMT, which then positively or negatively influence firm performance, respectively (e.g., De Jong et al., 2013).
Q8. What is the way to control for a greater number of constructs within a given?
given the diversity of and interactions and correlations among explanatory constructs, researchers may want to control for a greater number of constructs within a given study.
Q9. What is the need for additional research into how executive-level variables interact and their combined, cumulative?
Carpenter et al. called for a “tremendous need and opportunity for additional investigation into how executive-level variables interact and their combined, cumulative effects on individual and organizational outcomes” (2004: 771) and “the need to simultaneously consider alternative mechanisms and control, to the extent possible, for additional mechanisms associated with executive effects on firm outcomes” (2004: 773).
Q10. What is the main focus of the research on CEO social ties?
While some research at the TMT level, like the research on CEO social ties, examines TMT advice seeking, a majority of the research on social influences on TMTs focuses on within-team interactions.