Structural interdependence within top management teams: A key moderator of upper echelons predictions
研究了高层管理团队的结构性相互依赖（横向、纵向和奖励相互依赖）如何调节团队异质性与成员离职及企业绩效之间的关系，基于科技企业样本发现三者是关键的调节变量。
Studies of the effects of top management team ( TMT ) composition on organizational outcomes have yielded mixed and confusing results. A possible breakthrough resides in the reality that TMT s vary in how they are fundamentally structured. Some are structured such that members operate independently of each other, while others are set up such that roles are highly interdependent. We examine the potential for three facets of structural interdependence—horizontal, vertical, and reward interdependence—to resolve ambiguities regarding effects of TMT heterogeneity. Based on a sample of TMT s in technology firms, we find that the three facets of structural interdependence are potent moderators of two classic predictions: the positive association between TMT heterogeneity and member departures, and between TMT heterogeneity and firm performance . Copyright © 2014 John Wiley & Sons, Ltd.