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Article: Examining the impact of organizational value dissimilarity in top management teams

TitleExamining the impact of organizational value dissimilarity in top management teams
Authors
Issue Date2007
PublisherPittsburg State University, Department of Economics, Finance & Banking. The Journal's web site is located at http://www.pittstate.edu/department/economics/journal-of-managerial-issues/
Citation
Journal Of Managerial Issues, 2007, v. 19 n. 1, p. 11-34 How to Cite?
AbstractThis study examined the effects of individual top management team (TMT) members' level of dissimilarity in the importance placed on organizational values from their Chief Executive Officer (CEO) and from their other TMT members. A model is proposed whereby task and relationship conflict mediate the relationships between organizational value dissimilarity and attitudinal reactions to the team and evaluation of the CEO's leadership effectiveness. The hypotheses were tested in a sample of 31 CEOs and 133 TMT members. Results indicated that perceived organizational value dissimilarity from the CEO and other TMT members was positively related to relationship conflict, while only perceived dissimilarity from the CEO was related to task conflict. Both task and relationship conflicts were negatively related to individual team members' satisfaction with the team. Relationship conflict was also negatively related to organizational commitment and evaluations of the CEO's leadership effectiveness. The mediation model was partially supported and the results also indicated significant interactions between task and relationship conflict on satisfaction with the TMT and organizational commitmement.
Persistent Identifierhttp://hdl.handle.net/10722/85911
ISSN
2015 SCImago Journal Rankings: 0.194
References

 

DC FieldValueLanguage
dc.contributor.authorLankau, MJen_HK
dc.contributor.authorWard, Aen_HK
dc.contributor.authorAmason, Aen_HK
dc.contributor.authorNg, Ten_HK
dc.contributor.authorSonnenfeld, JAen_HK
dc.contributor.authorAgle, BRen_HK
dc.date.accessioned2010-09-06T09:10:39Z-
dc.date.available2010-09-06T09:10:39Z-
dc.date.issued2007en_HK
dc.identifier.citationJournal Of Managerial Issues, 2007, v. 19 n. 1, p. 11-34en_HK
dc.identifier.issn1045-3695en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85911-
dc.description.abstractThis study examined the effects of individual top management team (TMT) members' level of dissimilarity in the importance placed on organizational values from their Chief Executive Officer (CEO) and from their other TMT members. A model is proposed whereby task and relationship conflict mediate the relationships between organizational value dissimilarity and attitudinal reactions to the team and evaluation of the CEO's leadership effectiveness. The hypotheses were tested in a sample of 31 CEOs and 133 TMT members. Results indicated that perceived organizational value dissimilarity from the CEO and other TMT members was positively related to relationship conflict, while only perceived dissimilarity from the CEO was related to task conflict. Both task and relationship conflicts were negatively related to individual team members' satisfaction with the team. Relationship conflict was also negatively related to organizational commitment and evaluations of the CEO's leadership effectiveness. The mediation model was partially supported and the results also indicated significant interactions between task and relationship conflict on satisfaction with the TMT and organizational commitmement.en_HK
dc.languageengen_HK
dc.publisherPittsburg State University, Department of Economics, Finance & Banking. The Journal's web site is located at http://www.pittstate.edu/department/economics/journal-of-managerial-issues/en_HK
dc.relation.ispartofJournal of Managerial Issuesen_HK
dc.titleExamining the impact of organizational value dissimilarity in top management teamsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1045-3695&volume=19&spage=11&epage=34&date=2007&atitle=Examining+the+impact+of+organizational+value+dissimilarity+in+top+ management+teamsen_HK
dc.identifier.emailNg, T: twhng@hkucc.hku.hken_HK
dc.identifier.authorityNg, T=rp01088en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.scopuseid_2-s2.0-34247557455en_HK
dc.identifier.hkuros131932en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-34247557455&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume19en_HK
dc.identifier.issue1en_HK
dc.identifier.spage11en_HK
dc.identifier.epage34en_HK
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridLankau, MJ=6603281230en_HK
dc.identifier.scopusauthoridWard, A=51965108500en_HK
dc.identifier.scopusauthoridAmason, A=6603006821en_HK
dc.identifier.scopusauthoridNg, T=8564407300en_HK
dc.identifier.scopusauthoridSonnenfeld, JA=6602528581en_HK
dc.identifier.scopusauthoridAgle, BR=6506499440en_HK

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