Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance

Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective...
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Autor*in:	Haihong Wang [verfasserIn] Wenjun He [verfasserIn] Yufan Yang [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2022

Schlagwörter:	top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity

Übergeordnetes Werk:	In: Behavioral Sciences - MDPI AG, 2012, 12(2022), 6, p 164
Übergeordnetes Werk:	volume:12 ; year:2022 ; number:6, p 164

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc

DOI / URN:	10.3390/bs12060164

Katalog-ID:	DOAJ04397211X

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allfields	10.3390/bs12060164 doi (DE-627)DOAJ04397211X (DE-599)DOAJ1ebf5ef406c1419e9872bebfe41baccb DE-627 ger DE-627 rakwb eng BF1-990 Haihong Wang verfasserin aut Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team. top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity Psychology Wenjun He verfasserin aut Yufan Yang verfasserin aut In Behavioral Sciences MDPI AG, 2012 12(2022), 6, p 164 (DE-627)687718163 (DE-600)2651997-5 2076328X nnns volume:12 year:2022 number:6, p 164 https://doi.org/10.3390/bs12060164 kostenfrei https://doaj.org/article/1ebf5ef406c1419e9872bebfe41baccb kostenfrei https://www.mdpi.com/2076-328X/12/6/164 kostenfrei https://doaj.org/toc/2076-328X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2031 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2086 GBV_ILN_2111 GBV_ILN_2113 GBV_ILN_2190 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 12 2022 6, p 164
spelling	10.3390/bs12060164 doi (DE-627)DOAJ04397211X (DE-599)DOAJ1ebf5ef406c1419e9872bebfe41baccb DE-627 ger DE-627 rakwb eng BF1-990 Haihong Wang verfasserin aut Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team. top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity Psychology Wenjun He verfasserin aut Yufan Yang verfasserin aut In Behavioral Sciences MDPI AG, 2012 12(2022), 6, p 164 (DE-627)687718163 (DE-600)2651997-5 2076328X nnns volume:12 year:2022 number:6, p 164 https://doi.org/10.3390/bs12060164 kostenfrei https://doaj.org/article/1ebf5ef406c1419e9872bebfe41baccb kostenfrei https://www.mdpi.com/2076-328X/12/6/164 kostenfrei https://doaj.org/toc/2076-328X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2031 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2086 GBV_ILN_2111 GBV_ILN_2113 GBV_ILN_2190 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 12 2022 6, p 164
allfields_unstemmed	10.3390/bs12060164 doi (DE-627)DOAJ04397211X (DE-599)DOAJ1ebf5ef406c1419e9872bebfe41baccb DE-627 ger DE-627 rakwb eng BF1-990 Haihong Wang verfasserin aut Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team. top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity Psychology Wenjun He verfasserin aut Yufan Yang verfasserin aut In Behavioral Sciences MDPI AG, 2012 12(2022), 6, p 164 (DE-627)687718163 (DE-600)2651997-5 2076328X nnns volume:12 year:2022 number:6, p 164 https://doi.org/10.3390/bs12060164 kostenfrei https://doaj.org/article/1ebf5ef406c1419e9872bebfe41baccb kostenfrei https://www.mdpi.com/2076-328X/12/6/164 kostenfrei https://doaj.org/toc/2076-328X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2031 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2086 GBV_ILN_2111 GBV_ILN_2113 GBV_ILN_2190 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 12 2022 6, p 164
allfieldsGer	10.3390/bs12060164 doi (DE-627)DOAJ04397211X (DE-599)DOAJ1ebf5ef406c1419e9872bebfe41baccb DE-627 ger DE-627 rakwb eng BF1-990 Haihong Wang verfasserin aut Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team. top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity Psychology Wenjun He verfasserin aut Yufan Yang verfasserin aut In Behavioral Sciences MDPI AG, 2012 12(2022), 6, p 164 (DE-627)687718163 (DE-600)2651997-5 2076328X nnns volume:12 year:2022 number:6, p 164 https://doi.org/10.3390/bs12060164 kostenfrei https://doaj.org/article/1ebf5ef406c1419e9872bebfe41baccb kostenfrei https://www.mdpi.com/2076-328X/12/6/164 kostenfrei https://doaj.org/toc/2076-328X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2031 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2086 GBV_ILN_2111 GBV_ILN_2113 GBV_ILN_2190 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 12 2022 6, p 164
allfieldsSound	10.3390/bs12060164 doi (DE-627)DOAJ04397211X (DE-599)DOAJ1ebf5ef406c1419e9872bebfe41baccb DE-627 ger DE-627 rakwb eng BF1-990 Haihong Wang verfasserin aut Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team. top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity Psychology Wenjun He verfasserin aut Yufan Yang verfasserin aut In Behavioral Sciences MDPI AG, 2012 12(2022), 6, p 164 (DE-627)687718163 (DE-600)2651997-5 2076328X nnns volume:12 year:2022 number:6, p 164 https://doi.org/10.3390/bs12060164 kostenfrei https://doaj.org/article/1ebf5ef406c1419e9872bebfe41baccb kostenfrei https://www.mdpi.com/2076-328X/12/6/164 kostenfrei https://doaj.org/toc/2076-328X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2031 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2086 GBV_ILN_2111 GBV_ILN_2113 GBV_ILN_2190 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 12 2022 6, p 164
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callnumber-first	B - Philosophy, Psychology, Religion
author	Haihong Wang
spellingShingle	Haihong Wang misc BF1-990 misc top management team characteristics heterogeneity misc enterprise innovation performance misc GEM-listed enterprise misc shallow-factor heterogeneity misc deep-factor heterogeneity misc Psychology Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance
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topic_title	BF1-990 Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance top management team characteristics heterogeneity enterprise innovation performance GEM-listed enterprise shallow-factor heterogeneity deep-factor heterogeneity
topic	misc BF1-990 misc top management team characteristics heterogeneity misc enterprise innovation performance misc GEM-listed enterprise misc shallow-factor heterogeneity misc deep-factor heterogeneity misc Psychology
topic_unstemmed	misc BF1-990 misc top management team characteristics heterogeneity misc enterprise innovation performance misc GEM-listed enterprise misc shallow-factor heterogeneity misc deep-factor heterogeneity misc Psychology
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title	Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance
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title_full	Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance
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title_sort	is heterogeneity better? the impact of top management team characteristics on enterprise innovation performance
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title_auth	Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance
abstract	Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team.
abstractGer	Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team.
abstract_unstemmed	Although the importance of the top management team’s characteristics has attracted research attention, its influence remains undetermined. This paper considers the influence of top management team characteristics’ heterogeneity on GEM-listed enterprises’ innovation performance. From the perspective of optimizing top management team human capital and improving enterprise innovation performance, this study analyzes 634 GEM-listed enterprises via regression analysis. The results show that the effect of shallow-factor heterogeneity of the top management team on enterprise innovation performance is not significant, but deep-factor heterogeneity has a negative effect. These findings indicate that deep-factor heterogeneity is more important than shallow-factor heterogeneity and is subject to closer attention. If a GEM-listed enterprise wants to set up a strong top management team that contributes to the improvement of enterprise innovation performance, it must examine the consistency of each member’s educational background and extend their tenure as long as possible without considering the gender ratio or age structure of the team.
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container_issue	6, p 164
title_short	Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance
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up_date	2024-07-03T20:29:14.288Z
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Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance

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