TMT demography, conflict and (effective) decision making: The key role of value congruence

Allen C. Amason; Jun Liu; Pingping Fu

TMT demography, conflict and (effective) decision making: The key role of value congruence

Allen C. Amason, Jun Liu, Pingping Fu

Management

Research output: Contribution to conference › Paper › peer-review

3 Scopus citations

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
State	Published - 2010
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: Aug 6 2010 → Aug 10 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	08/6/10 → 08/10/10

Keywords

Conflict
Heterogeneity
Top management team

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Cite this

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title = "TMT demography, conflict and (effective) decision making: The key role of value congruence",

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.",

keywords = "Conflict, Heterogeneity, Top management team",

author = "Amason, {Allen C.} and Jun Liu and Pingping Fu",

year = "2010",

language = "English",

note = "70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010 ; Conference date: 06-08-2010 Through 10-08-2010",

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TMT demography, conflict and (effective) decision making: The key role of value congruence. / Amason, Allen C.; Liu, Jun; Fu, Pingping.
2010. Paper presented at 70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010, Montreal, QC, Canada.

Research output: Contribution to conference › Paper › peer-review

TY - CONF

T1 - TMT demography, conflict and (effective) decision making

T2 - 70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010

AU - Amason, Allen C.

AU - Liu, Jun

AU - Fu, Pingping

PY - 2010

Y1 - 2010

N2 - 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.

AB - 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.

KW - Conflict

KW - Heterogeneity

KW - Top management team

UR - http://www.scopus.com/inward/record.url?scp=84863368878&partnerID=8YFLogxK

M3 - Paper

AN - SCOPUS:84863368878

Y2 - 6 August 2010 through 10 August 2010

ER -

TMT demography, conflict and (effective) decision making: The key role of value congruence

Abstract

Conference

Keywords

UN SDGs

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