Top management teams in their national contexts

R.L. Olie, A.T.M. van Iterson

Research output: Chapter in Book/Report/Conference proceedingChapterAcademic

1 Citation (Scopus)

Abstract

Since the mid-1980s, much research attention has been devoted to top management teams and their impact on the strategic behavior and performance of firms. In particular, this research has focused on the role of top managers’ background, values, and experiences in explaining the choices they make. So far, this research has largely failed to address the national context in which top management teams are formed and operate. Empirical studies have typically involved top management teams of U.S. firms. Other studies are rare, and when they exist, they usually do not take the national context into account. This paper explores the impact of national context characterized by society-specific value systems and institutions, on the composition, organization, and functioning of top management. We address three topics in particular: (1) national variations in the structure and practices of top management and their implications for managerial choices; (2) national governance systems that define and constrain the tasks and functioning of top management teams; and (3) national institutions that help to define managerial selection, promotion, and career patterns.
Original languageEnglish
Title of host publicationAdvances in International Management
EditorsJLC Cheng, MA Hitt
Place of PublicationGreenwich
PublisherEmerald Group Publishing Limited
Pages129-157
Volume15
ISBN (Electronic)978-1-84950-234-4
ISBN (Print)978-0-76231-050-0
Publication statusPublished - 1 Jan 2003

Publication series

SeriesAdvances in International Management
Volume15
ISSN1571-5027

Cite this

Olie, R. L., & van Iterson, A. T. M. (2003). Top management teams in their national contexts. In JLC. Cheng, & MA. Hitt (Eds.), Advances in International Management (Vol. 15, pp. 129-157). Emerald Group Publishing Limited. Advances in International Management, Vol.. 15