Teams at the Top
A top management team (TMT) matters for its organization, right? This assumption is widespread among both researchers and practitioners. In fact, it underlies many far-reaching decisions, such as rewarding team members for great organizational performance or firing them for poor performance. While researchers have established that TMTs do “matter” for their organizations,1 the ways in which TMTs do that are complex and opaque.
The mechanisms of TMT impact evolve along a complex interplay of both strategic and psychological processes. This complexity can make it difficult for TMTs, and those around them, to see what it really takes to make them “work” for their organizations. In this book, I outline two sources of TMT ...
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