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Conference Paper: Multinationality and performance: the mediating role of Top Management Team national diversity

TitleMultinationality and performance: the mediating role of Top Management Team national diversity
Authors
Issue Date2011
PublisherAcademy of International Business. The Journal's web site is located at http://aib.msu.edu/publications/confproceed.asp
Citation
The 53rd Annual Meeting of the Academy of International Business (AIB 2011), Nagoya, Japan, 24-28 June 2011. In Academy of International Business Annual Meeting Proceedings, 2011, p. 136-137 How to Cite?
AbstractDespite the abundant research on multinationality and performance there is little consensus on this relationship. This paper is a response to both the lack of managerial influence, and to the lack of attention to mediating variables in prior multinationality–performance research. Upper echelons theory states that the demographic characteristics of top managers influence a firm’s strategic direction, and therefore outcomes such as firm performance. Thus, we argue that the national diversity within top management teams provides useful knowledge that improves the performance of multinational companies. Also, if the multinationality of companies is one of the causes of increasing national diversity within top management teams, then diversity should mediate the multinationality-performance relationship. We examine these relationships in a sample of the largest Western-European multinationals. The findings show a positive relationship between multinationality and performance. We also find evidence for a mediating effect of top management team’s national diversity within the multinationality–performance relationship.
DescriptionConference Theme: International Business for Sustainable World Development
Session: 2.4.9 - Competitive ; Track: 9 - Cross-cultural Management and HRM: Board and Top Management Team Dynamics
Persistent Identifierhttp://hdl.handle.net/10722/138025
ISSN

 

DC FieldValueLanguage
dc.contributor.authorHennessy, DAen_US
dc.contributor.authorCuypers, Yen_US
dc.date.accessioned2011-08-26T14:38:39Z-
dc.date.available2011-08-26T14:38:39Z-
dc.date.issued2011en_US
dc.identifier.citationThe 53rd Annual Meeting of the Academy of International Business (AIB 2011), Nagoya, Japan, 24-28 June 2011. In Academy of International Business Annual Meeting Proceedings, 2011, p. 136-137en_US
dc.identifier.issn2078-0435-
dc.identifier.urihttp://hdl.handle.net/10722/138025-
dc.descriptionConference Theme: International Business for Sustainable World Development-
dc.descriptionSession: 2.4.9 - Competitive ; Track: 9 - Cross-cultural Management and HRM: Board and Top Management Team Dynamics-
dc.description.abstractDespite the abundant research on multinationality and performance there is little consensus on this relationship. This paper is a response to both the lack of managerial influence, and to the lack of attention to mediating variables in prior multinationality–performance research. Upper echelons theory states that the demographic characteristics of top managers influence a firm’s strategic direction, and therefore outcomes such as firm performance. Thus, we argue that the national diversity within top management teams provides useful knowledge that improves the performance of multinational companies. Also, if the multinationality of companies is one of the causes of increasing national diversity within top management teams, then diversity should mediate the multinationality-performance relationship. We examine these relationships in a sample of the largest Western-European multinationals. The findings show a positive relationship between multinationality and performance. We also find evidence for a mediating effect of top management team’s national diversity within the multinationality–performance relationship.-
dc.languageengen_US
dc.publisherAcademy of International Business. The Journal's web site is located at http://aib.msu.edu/publications/confproceed.asp-
dc.relation.ispartofAcademy of International Business Annual Meeting Proceedingsen_US
dc.titleMultinationality and performance: the mediating role of Top Management Team national diversityen_US
dc.typeConference_Paperen_US
dc.identifier.emailCuypers, Y: ycuypers@hku.hken_US
dc.identifier.authorityCuypers, Y=rp01449en_US
dc.description.naturelink_to_OA_fulltext-
dc.identifier.hkuros189158en_US
dc.identifier.spage136-
dc.identifier.epage137-
dc.publisher.placeUnited States-

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