From Attention to Action: The Influence of Cognitive and Ideological Diversity in Top Management Teams on Business Model Innovation
研究高管团队认知和意识形态多样性如何通过影响团队对商业模式创新的注意力，进而影响企业创新强度，基于美国印刷出版业纵向数据发现适度多样性有积极作用，但过度意识形态多样性有负面影响。
Abstract As top management teams (TMTs) become progressively more diverse, an important question arises: how does greater TMT diversity affect a company’s ability to innovate its business model? To examine this, we draw on the upper‐echelons literature and on research on business models as activity systems to theorize that cognitive and ideological diversity in TMTs will affect teams’ attention to business model innovation (BMI) and companies’ BMI intensity. Analysis of longitudinal data from firms in the US printing and publishing industry provides support for the theory that, over time, TMT cognitive and ideological diversity have a positive influence on BMI. Whereas cognitive diversity expands TMT’s BMI attention‐scope, both cognitive and ideological diversity increase BMI intensity. However, too much ideological diversity has a negative effect. We furthermore find that TMT longevity moderates the effects of TMT diversity positively, suggesting that the benefit of diversity grows as team members work together longer as a team. We discuss the study’s contributions to the literature on diversity, BMI, and the upper echelons.