TMT Potency and Strategic Decision‐Making in High Technology Firms
通过对54家上市高科技企业高管团队的实地研究，发现团队效能部分中介了团队经验、互动过程与战略决策速度的关系，并区分了功能性效能与功能性失调两种类型。
abstract Confidence is necessary for effective top management team (TMT) functioning, however overconfidence or hubris has been associated with poor outcomes. Researchers have struggled to untangle questions of how much confidence is functional and whether there are different forms of confidence. Using data from a field study of 54 public high‐technology firms we provide a richer understanding of the complex influence of one type of confidence, TMT potency on strategic decision‐making. Specifically, using a field study of TMTs of 54 public high technology firms we find potency at least partially mediates the relationship between TMT experience and knowledge, TMT interaction process, and strategic decision speed. Post‐hoc analysis of high potency teams suggests that potency may be either functional – leading to high performance, or dysfunctional – resulting in low performance. Potency appears to be a multi‐faceted construct consisting of both level and domain boundedness. We offer propositions that begin to untangle the origins of functional versus dysfunctional potency or hubris.