CEO Self-Monitoring and Corporate Entrepreneurship: A Moderated Mediation Model of the CEO-TMT Interface

Focusing on the interface between CEOs and top management teams (TMTs), we argue that CEO self-monitoring positively impacts a firm's pursuit of corporate entrepreneurship through the intervening role of TMT behavioral integration. We additionally argue that the impact becomes stronger as the firm's discretionary slack decreases because decreased slack creates an organizational context more favorable to the influences of both CEO self-monitoring and TMT behavioral integration. Results based on multisource (CEOs and TMTs) and multiwave data from 110 firms support the model and associated hypotheses.

Fostering Resilience in New Venture Teams: The Role of Behavioral and Affective Integration

Resilience has begun to receive attention in entrepreneurship research. However, most studies focus on organizational and individual resilience; little is known about team resilience in the entrepreneurship field. To fill the gap, this study explores team resilience and its formation and function in a specific context: new venture teams (NVTs). Conceptualizing team resilience as a second-order emergent state with first-order dimensions being resilience-efficacious beliefs and resilience-adaptive capacity, this study articulates the role of behavioral integration in cultivating team resilience and tests the effect of team resilience on NVT performance. Furthermore, a double-edged sword effect of affective integration is proposed: it strengthens the link between behavioral integration and team resilience but weakens the tie between team resilience and performance. Survey data collected from 488 entrepreneurs in 110 NVTs lend support to our hypotheses. These findings add to the knowledge of team resilience in a unique entrepreneurship setting, expand our understanding of NVT effectiveness, and provide implications to NVTs in terms of resilience building and team climate management.

Multilevel models of transformational leadership, behavioral integration of top management team and manager ambidexterity in SMEs

Purpose This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior. Design/methodology/approach Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry. Findings The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity. Research limitations/implications First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities. Practical implications Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity. Originality/value First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

The relationships between CEOs' psychological attributes, top management team behavioral integration and firm performance

PurposeThis study aims to investigate the impact of chief executive officers' (CEO’s) core self-evaluation and grandiose narcissism on firm performance. This work combines bright and dark personality sides to explore how complex CEO's behavioral characteristics affect firms' outcomes. In addition, top management team (TMT) behavioral integration is considered as an organizational setting that acts as a conductive device bridging CEOs behavioral characteristics with firms' performance.Design/methodology/approachThe data for this study are based on 187 respondents, including CEOs and TMTs, across medium and large firms in Turkey through an online survey using a questionnaire. Structural equation modeling (SEM) was used to analyze the data collected.FindingsThe study finds that only CEO-TMT narcissism and TMT behavioral integration have a positive direct effect on firm financial performance. Contrary to expectations, CEO-TMT core self-evaluation has a negative direct effect on firm performance. Moreover, the results show that environmental dynamism interacts positively and significantly with CEO-TMT narcissism. Thus, the claim that TMT behavioral integration has a mediating effect is not supported in the context of medium and large firms in Turkey.Originality/valueThis study contributes to the upper echelons theory (UET) literature by highlighting the boundary conditions under which narcissistic CEOs can interact with more behaviorally integrated TMT members to exchange information, make joint decisions and collaborate in a relatively dynamic environment, as well as aggregating the bright side and dark side of CEOs personality traits and examining their effects alongside those of TMT behavioral integration on the firm performance. Finally, this study enriches the upper echelons literature by providing evidence from Turkey.

Behavioral integration in the boardroom

Purpose This study aims to understand the relationship between behavioral integration in the boardroom and board performance. Design/methodology/approach The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom. Findings The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board). Research limitations/implications Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally. Practical implications For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team. Social implications Team’s conversational environment has crucial impact on team outcomes. Originality/value This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.

Learning Within Teams: A Multilevel Analysis of Team Behavioral Integration and Creativity

Innovation, a process fueled by creativity, is key to organizational survival. The current studies test a multilevel moderated mediation model to explore whether team behavioral integration influences individual creativity in general management teams. Two field surveys were conducted: Study 1 included 356 employees nested in 86 teams; Study 2 included 138 employees nested in 39 teams. Results from integrated path analyses demonstrate that team behavioral integration is positively related to individual creativity, explorative and exploitative learning mediate the relationship, and the indirect effects are stronger for individuals with higher creative self-efficacy. Implications and suggestions for future research are discussed.

Behavioral Integration of Individual Psychological Assessment Feedback: Assessor and Social Support

The present study investigates the role of perceived social support and development-focused feedback techniques on behavioral integration of feedback in the context of individual psychological assessment. We hypothesized that development-focused techniques would predict participants’ motivational intention to act on feedback and tested whether perceived social support would mediate or moderate the relationship between motivational intention and behavioral outcomes. We performed structural equation modeling analyses on data collected at two time-points. Two hundred and forty (N = 240) participants completed questionnaires immediately after their feedback session (T1) and 138 of them completed questionnaires three months later (T2). The model results, χ2 = 230.09, p < .01, CFI = .97, TLI = .97, SRMR = .06, RMSEA = .03 90% CI [.02, .05], suggest that development-focused techniques predict motivational intention, social support mediates the relationship between motivational intention and developmental activities (R2 = .31), and social support also interacts with development-focused techniques to predict behavior change (R2 = .40). The relationship between social support and behavioral change is higher when the assessor uses few development-focused techniques (at –1 SD, b = .32, p < .001, 95% CI [.27, .36]). The study provides empirical insights about how behavioral change unfolds in an IPA feedback context and suggests that participants could benefit from obtaining social support to act on feedback. Assessors should focus on development during feedback and encourage the participant to seek social support to facilitate their subsequent professional development. Because the findings rely on self-reported data, future studies would benefit from including observed measures.