TMT review
罅隙1.
Hambrick, D. C., & Mason, P. A. 1984. Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2): 193-206.
Hambrick and Mason(1982) synthesize many previously fragmented literatureson top management team from a general upper echelons perspective, and this work becomes the beginning of the rearch on top management team.Focusing on the top management team rather than single top manager, the upper echelonstheorystates that organizational outcomes such as strategic choices and performancelevelsare partially predicted by managerial background characteristics.
Hambrick和Mason（1982）从高层梯队这个视角整合了许多在高层管理团队这个领域之前的研究文献，这项工作也成为高层管理团队研究的开始。本文关注高层管理团队，而不是单一的的高层管理者；同时本文提出了高层管理梯队理论，理论指出，组织的成果，例如战略选择和绩效水平，部分可以被管理团队的北京特征所预测。
2.
fruit
Smith, K. G., Smith, K. A., Olian, J. D., Sims, H. P., Jr., O'Bannon, D. P., & Scully, J.
A. 1994. Top Management Team Demography and Process: The Role of
Social Integration and Communication. Administrative Science Quarterly, 39(3): 412-438.
肉票>号码的英文Smith et al. (1994) find that the top management team’s demography indirectly related to performance through process and process directly related to performance. In another word, process is a mediator of the relationship between demography and performance. The team demography consists of team size, team tenure, heterogeneous experience, education, and background. In addition, the team process consists of social integration, informal communication, and communication frequency. They develop a extended model to reflect the complicated relationship among them.
Smith 等人（1994）发现，高层管理团队的人口统计学特征与绩效间接相关，同时管理过程与绩效直接相关。换句话说，管理过程在人口统计学特征与绩效的关系之中起中介作用。人口统计学特征包括团队规模，团队任期，异质经验，异质教育，和异质背景。另外，团队过程包括社会融合，非正式沟通，和沟通的频率。学者们开发一个扩展的模型，反映出这些变量之间复杂的关系。
3.
Margarethe, F. W., &Bantel, K. A. 1992.Top Management Team Demography and Corporate Strategic Change.The Academy of Management Journal, 35(1): 91-121.
Margarethe and Bantel(1992) examine the relationship between the demography of topmanagement teams and corporate strategic changewithin a sample of Fortune 500companies. Controlling for prior firm performance, organizational size,top team size, and industry structure, they find that the firms mostlikely to undergo changes in
corporate strategy had top managementteams characterized by lower average age, shorter organizational tenure,higher team tenure, higher educational level, higher educationalspecialization heterogeneity, and higher academic training in the sciencesthan other teams. The results sugge st that top managers’ cognitiveperspectives, as reflected in a team’s demographic characteristics, are linked to the team’s propensity to change corporate strategy.
Margarethe和Bantel（1992）研究了财富500强企业的高层管理团队的人口统计学特征和企业的战略转变之间的关系。当控制住高管之前公司的绩效，组织规模，顶级团队规模，和行业结构时，他们发现高管团队的平均年龄越低，组织年限越短，团队年限越长，教育程度越高，教育专业化异质性越大，科学学术训练越多，那么企业越有可能经历战略变化。研究结果表明，高层管理者的认知观点反应出了一个团队的人口统计学特征，与团队改变公司战略的倾向性密切相关。
4.
美容化妆培训学校Finkelstein, S., &Hambrick, D. C. 1990. Top-Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion.
南加州大学枪击案
Administrative Science Quarterly, 35(3): 484-503.
Finkelstein&Hambrick (1990) examine the relationship between managerial tenureand organizational outcomes such as strategic persistenceand conformity in strategy and performance with otherfirms in an industry. Executive-team tenure was found to have a significanteffect on strategy and performance, withlong-tenured managerial teams following more persistentstrategies, strategies that conformed to central tendenciesof the industry, and exhibiting performance thatcloly adhered to industry averages. Consistent with thetheory, results differed depending on the level of managerialdiscretion, with the strongest results occurring incontexts that allowed managers high discretion.
Finkelstein和Hambrick（1990）研究了管理年限和组织成果（例如战略的持久性和与同行业其他企业相比的绩效）之间的关系。执行团队的任期对战略和绩效拥有显著的效果，具体说就是拥有较长年限的管理团队执行更持久的战略，此战略服从行业内的集中趋势，且表现出与企业平均水平密切相关的
绩效水平。与理论相一致的是，当管理自主权变动时结论也会变得很不一样，即当允许较高管理者自主权时结果变得最强。
5.
Hambrick, D. C., Cho, T. S., & Chen, M.-J. 1996. The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves. Administrative Science Quarterly, 41(4): 659-684.
salute
Hambrick et al. (1996) explores the executive origins of firms' competitivemoves by focusing on top management teamcharacteristics, specifically on team heterogeneity.The topmanagement teams that were diver, in terms of functionalbackgrounds, education, and company tenure, exhibiteda relatively great propensity for action, and boththeir actions and respons were of substantial magnitude.Heterogeneous teams, by contrast, were slower intheir actions and respons and less likely than homogeneousteams to respond to competitors’
initiatives. In sum,although team heterogeneity is a double-edged sword,its overall net effect on performancewas positive.
Hambrick等人（1996）关注高层管理团队的特征尤其是团队异质性，从而研究企业竞争性行为的执行
起源。那些在功能背景、教育、以及公司年限上多样化的高层管理团队，常常表现出一个相对较大的行动倾向，他们的行动和反应都具有较大的幅度。相反的是，异质性的团队在行动和反应上表现更慢，而且相比之下在对竞争对手的反应上也略欠一筹。总的来说，虽然团队的异质性是一把双刃剑，但其总的来说还是利大于弊的。
6. TMT-MM
Raes, A. M. L., Heijltjes, M. G., Glunk, U., & Roe, R. A. 2011. The Interface of the Top Management Team and Middle Managers: A Process Model. Academy of Management Review, 36(1): 102-126.
Raes et al. (2011) find that the interaction of the top management team and middle managers is central to effective strategy formulation and implementation. They specify the functions of the TMT-MM interface and formulate a ries of propositions linking TMT and MMs’interaction process, role behaviors, and trust to strategic decision quality and implementation quality. Studying the interface provides a new avenue for both TMT and MM rearch and enhances insight into the impact of TMTs on organizational performance.
Raes等人（2011）发现，高层管理团队和中层管理人员之间的交互作用是有效的战略制定和实施的核心。他们明确分析了高层管理团队和中层管理人员之间的“接口”的作用，还提出了一系列假设将两者
之间的交互过程、角色行为、以及对战略决策质量和实施质量的信任等连接起来。这项针对两者“接口”的研究对高层管理团队和中层管理人员的研究都大有促进，并对高层管理团队对组织绩效的作用研究起到了引领作用。
7.
Daboub, A. J., Rasheed, A. M. A., Priem, R. L., & Gray, D. A. 1995. Top Management Team Characteristics and Corporate Illegal Activity.The Academy of Management Review, 20(1): 138-170.
Daboub et al. (1995) develop veral propositions that suggest a relationship betweenthecorporateillegal activity and top management team characteristics. TMT characteristics such as length of rvice,functional background, formal business education, age, and militaryrvice, as well as homogeneity in each of the characteristics, arehypothesized to neutralize or enhance relationships between contextand corporate illegal activity.
英语范文Daboub等人（1995）提出了若干个假设关注了企业的非法活动和高层管理团队特征之间的关系。高管团队的特征，如工龄，功能背景，正规的商业教育，年龄，和军队背景，以及这些特点的同质性，会抵消或者加强这种背景和企业非法活动之间的关系。
8.
Amason, A. C. 1996. Distinguishing the Effects of Functional and Dysfunctional
Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams.The Academy of Management Journal, 39(1): 123-148. Amason (1996) argues that top management teams make strategic decisions, and the products oftheir decision making influence organizational performance. However,a subtle paradox is embedded in this relationship. He focuson conflict as the crux of this paradox and provides evidence from two different samples of conflict’s consistent yet contradictory effects ondecision quality, connsus, and affective acceptance. Amason（1996）认为，高层管理团队做出战略决策，其决定的产品影响组织绩效。然而，在这个关系中有一个微妙的悖论。他重点关注这种冲突，并将之视为这个悖论的关键所在，还从两个不同的冲突持续样本为之提供了证据，尽管在决策质量、达成共识和情感接受上呈现出一个矛盾的效果。
9.
Finkelstein, S. 1992. Power in Top Management Teams: Dimensions, Measurement, and Validation. The Academy of Management Journal, 35(3): 505-538. Finkelstein (1992) suggests that t op managers’power plays a key role in strategic decision making.However, although numerous scholars have recognized its importance,very few have attempted to measure the phenomenon. In this article,
heprents a t of dimensions measuring top managers' power and suggestsa measurement methodology to facilitate empirical inquiry.
Finkelstein（1992）表明，高层管理者的权力在战略决策中起着关键作用。但是，尽管许多学者已认识到这一重要性，却很少有人尝试对这一现象进行测量。
在这篇文章中，他使用一系列维度来测量高层管理者的权力，并为完善实证研究提出了测量方法。
10.
Jenn, M. C., & Murphy, K. J. 1990.Performance Pay and Top-Management Incentives.Journal of Political Economy, 98(2): 225-264.
The estimates of the pay-performance relation (including pay, options, stockholdings, and dismissal) for chief executive officersconducted by Jenn and Murphy (1990)indicate that CEO wealth changes $3.25 for every $1,000 change in shareholder wealth. Although the incentives generated by stock ownership are large relative to pay and dismissal incentives, most CEOs hold trivial fractions of their firm s’ stock, and ownership levelshave declined over the past 50 years. They hypothesize that public and private political forces impo constraints that reduce the pay-performance nsitivity.
Declines in both the pay-performance relation and the level of CEO pay since the 1930s are consistent with this hypothesis.
由Jenn和Murphy（1990）做出的对首席执行官薪酬-绩效之间关系（包括工资，期权，持股和解雇在内）的估计显示，股东财富每变化1000美元，CEO财富变化3.25美元。尽管持股所产生的激励比起薪酬和解雇来讲相对更大，但大多数CEO 只持有微不足道的公司股份，而且在过去的50年股权数目也在不断减少。他们推测，公共和私人的政治势力施加的约束来减少薪酬-绩效之间关系的敏感度。从20世纪30年代以来，薪酬-绩效的关系和CEO的薪酬水平不断下降，这一事实与假说一致。
飞机的拼音11.
Bantel, K. A., & Jackson, S. E. 1989. Top management and innovations in banking: Does the composition of the top team make a difference? Strategic Management Journal, 10(S1): 107-124.
Bantel and Jackson (1989)argue examined the relationship between the social composition of top management teams and innovation adoptions in a sample of 199 banks. The following characteristics of top management teams were examined: average age, average tenure in the firm, education level, and heterogeneity with respect to age, tenure, educational background, and functional background. In addition, the effects of bank size, location (state of operation), and team si
ze were assd. Results indicate that more innovative banks are managed by more educated teams who are diver with respect to their functional areas of experti. The relationships remain significant when organizational size, team size, and location are controlled for.
Bantel和Jackson（1989）在一个含有199个银行的样品中检验了高层管理团队的社会组成与创新之间的关系。高层管理团队以下特点被纳入了研究范畴：平均年龄，在公司的平均任期，教育水平，以及年龄、任期、教育背景、功能背景的异质性。此外，银行规模，运营位置，和团队规模的影响也被纳入了评估。结果表明，更具创新性的银行是由那些专业功能不同的团队教育团队。即使控制了组织规模，团队规模，和地址，这些关系仍然显著。
12.
Hambrick, D. C. 1981. Environment, Strategy, and Power Within Top Management Teams. Administrative Science Quarterly, 26(2): 253-275.
Hambrick(1981) distinguishes two sources of critical contingenciesfor organizations: environment and strategy. In turn, itexplores how coping with each type of contingency isrelated to power within top management teams. Executiveshad high power if, byvirtue either of theirfunctional area orscanning behavior, they coped with the dominant requirementimpod by their industry's environm
ent. Power patternswithin each industry were further affected by theextent to which executives coped with the contingenciespod by their organizations' particular strategies. Hambrick（1981）区分了两种重要的组织权变因素来源，即环境和战略。反过来，这探讨了应对每种权变类型如何与高层管理团队内部的权力相关联。如果由于高管要的功能性区域或者扫描性行为，他们需要应对因产业环境产生的领域，那么高管就会拥有很大的权力。每个产业的权力模式进一步被高管应对的被组织特定战略影响的权变因素所影响。
13.新视野大学英语3答案
Barsade, S. G., Ward, A. J., Turner, J. D. F., &Sonnenfeld, J. A. 2000.To Your Heart's Content: A Model of Affective Diversity in Top Management Teams.Administrative Science Quarterly, 45(4): 802-836.
Barsadeet al. (2000) develop a model of how diversity in positiveaffect (PA) among group members influences individualattitudes, group process, and group
