Supplementary and Complementary Congruence at the Apex of the Organization: Management and Board as a Strategic‐Oriented Multiteam System
研究了高层管理团队与董事会如何通过背景的补充性（相似性）和互补性（交互多样性）一致影响战略决策，发现国际背景的互补一致和职能经验的补充一致促进新市场进入。
Abstract Our knowledge of the top management team (TMT) and board interface in the context of major strategic decisions remains limited. Drawing upon the strategic leadership system perspective (SLSP) and the interface approach, we argue that the two groups constitute a strategic‐oriented multiteam system and consider how supplementary (similarity) and complementary (interacting variety) congruence of international and functional backgrounds influence strategic decision‐making. Looking at the internationalization decisions of the largest public firms in the UK, we find that complementary congruence of international backgrounds and supplementary congruence of functional experience promote the pursuit of new market entries. We extend the SLSP by showing how the cognitive TMT–board interface dynamics associated with supplementary and complementary congruence are important antecedents of strategic outcomes. Further, we find a boundary condition to the interface approach in strategic leadership research by identifying the underlying mechanisms that activate some TMT–board interfaces and not others.