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Tytuł artykułu

Top management team diversity and firm performance in digital era

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Różnorodność zespołu najwyższego kierownictwa a wyniki firmy w erze cyfrowej
Języki publikacji
EN
Abstrakty
EN
The paper sheds light on impactful diversity dimensions of upper echelons across German companies and their impact on the appointment of Chief Digitalization/Information Officer during the turbulent years of internet of things and digitalization in the second decade of the twenty-first century. The study consists of a literature review on diversity across senior management of German firms in a digital era characterized by global business technological digital disruption. The paper discusses how the emerging phenomena of diversity across top management affect firm performance during the period of incremental innovation and turbulent digital trasnformation of multinational firms. The novelty of the study is nested in the fact that it provides evidence from top management teams' diversity from the advanced markets, such as Germany, where digitalization is one of the priorities of the German government but also of the German business in order to drive long-term firms’ performance and firms’ sustainability. The motivation behind conducting the research on top management teams' diversity across top German companies in the digital era is the fact that the crucial importance of senior management skills, competencies and knowledge are key factors for firm performance and prosperity. Moreover, in Germany, many of the most successful firms have appointed executive positions in their top management in order to manage the rapid shift towards more digitalized business and higher firm performance in a volatile global business environment. Study results show that top management team diversity positively affects the appointment of Chief Digitalization/Information Officer. Also, the paper results show that firms with incumbent Chief Digital Officers in their top management team tend to be more intact with the digital era than firms that have not appointed any Chief Digitalization Officer.
PL
Artykuł rzuca światło na istotne wymiary różnorodności zespołu najwyższego kierownictwa w niemieckich firmach oraz ich wpływ na powoływanie dyrektora ds. digitalizacji / informacji w burzliwych latach Internetu rzeczy i cyfryzacji w drugiej dekadzie XXI wieku. Badanie składa się z przeglądu literatury w tematyce różnorodności wśród kadry kierowniczej wyższego szczebla niemieckich firm ery cyfrowej, charakteryzującej się globalnymi zakłóceniami technologicznymi i cyfrowymi. W artykule omówiono, w jaki sposób pojawiające się zjawiska różnorodności w obrębie najwyższego kierownictwa wpływają na wyniki firm w okresie innowacji przyrostowych i burzliwej transformacji cyfrowej firm międzynarodowych. Nowością w badaniu jest fakt, że dostarcza ono dowodów pochodzących z różnorodnych zespołów najwyższego kierownictwa z rynków rozwiniętych, takich jak Niemcy, gdzie cyfryzacja jest jednym z priorytetów niemieckiego rządu, ale także niemieckiej gospodarki ukierunkowanej na napędzanie długoterminowych wyników firm i ich trwałości. Motywacją do przeprowadzenia badania dotyczącego różnorodności zespołów zarządzających w czołowych niemieckich firmach w erze cyfrowej jest fakt, że umiejętności, kompetencje oraz wiedza kadry zarządzającej wyższego szczebla są kluczowymi czynnikami wpływającymi na wyniki i bogactwo t firmy. Ponadto w Niemczech wiele firm odnoszących największe sukcesy wyznaczyło stanowiska kierownicze, aby zarządzać szybką zmianą w kierunku bardziej zdigitalizowanej gospodarki i lepszych wyników firm w niestabilnym globalnym środowisku biznesowym. Wyniki badania pokazują, że różnorodność kadry najwyższego kierownictwa pozytywnie wpływa na powołanie dyrektora ds. digitalizacji / informacji. Ponadto, wyniki badania pokazują, że firmy, które mają w swoim zespole dyrektora ds. digitalizacji, wydają się być bardziej odporne na erę cyfrową niż firmy, które nie powołały dyrektora ds. cyfryzacji.
Rocznik
Strony
396--410
Opis fizyczny
Bibliogr. 50 poz., rys.,tab.
Twórcy
autor
  • SKODA AUTO University, Czechia
  • RISEBA University of Applied Sciences, Latvia
  • RISEBA University of Applied Sciences, Latvia
Bibliografia
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  • 6.Bass, A. E. (2019). Top management team diversity, equality, and innovation: a multilevel investigation of the health care industry. Journal of Leadership and Organizational Studies, 26(3), 339-351.
  • 7.Beji, R., Yousfi, O., Loukil, N. and Omri, A. (2021). Board diversity and corporate social responsibility: Empirical evidence from France. Journal of Business Ethics, 173(1), 133-155.
  • 8.Butollo, F. (2021). Digitalization and the geographies of production: Towards reshoring or global fragmentation? Competition and Change, 25(2), 259-278.
  • 9.Carpenter, M. A., Geletkanycz, M. A. and Sanders, W. G. (2004). Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition. Journal of Management, 30(6), 749-778.
  • 10.Cannella Jr, A. A., Park, J. H. and Lee, H. U. (2008). Top management team functional background diversity and firm performance: Examining the roles of team member colocation and environmental uncertainty. Academy of management Journal, 51(4), 768- 784.
  • 11.Certo, S. T., Lester, R. H., Dalton, C. M. and Dalton, D. R. (2006). Top management teams, strategy, and financial performance: A meta-analytic examination. Journal of Management Studies, 43(4), 813-839.
  • 12.Cooper, C. L., Liu, Y. and Tarba, S. Y. (2014). Resilience, HRM practices and impact on organizational performance and employee well-being: International Journal of Human Resource Management 2015 Special Issue.
  • 13.Dahlin, K. B., Weingart, L. R. and P.J. Hinds, (2005). Team diversity and information use. Academy of Management Journal, 48(6), 1107-1123.
  • 14.Dezso, C. L., D.G. Ross, (2012). Does female representation in top management improve firm performance? A panel data investigation. Strategic Management Journal, 33, 1072-1089.
  • 15.Del Carmen Triana, M., Richard, O. C. and W. SU, (2019). Gender diversity in senior management, strategic change, and firm performance: Examining the mediating nature of strategic change in high tech firms. Research Policy, 48(7), 1681-1693.
  • 16.Dobrzanski, P., Bobowski, S., Chrysostome, E., Velinov, E. and J. Strouhal, (2021). Toward Innovation-Driven Competitiveness Across African Countries: An Analysis of Efficiency of RandD Expenditures. Journal of Competitiveness, 13(1), 5-22.
  • 17.Firk, S., Hanelt, A., Oehmichen, J. and Wolff, M. (2021). Chief digital officers: An analysis of the presence of a centralized digital transformation role. Journal of Management Studies, 58(7), 1800-1831.
  • 18.Firk, S., Gehrke, Y., Hanelt, A. and Wolff, M. (2022). Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces. Long Range Planning, 55(3), 102166.
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  • 20.Gfrerer, A.E., Rademacher, L. and Dobler, S. (2021). Digital Needs Diversity: Innovation and Digital Leadership from a Female Managers’ Perspective. In: Schallmo, D.R.A., Tidd, J. (eds) Digitalization. Management for Professionals. Springer, Cham.
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  • 22.Hambrick, D. C., Humphrey, S. E. and A. Gupta, (2015). Structural interdependence within top management teams: A key moderator of upper echelons predictions. Strategic Management Journal, 36(3), 449-461.
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  • 33.Kunisch, S., Menz, M. and Langan, R. (2020). Chief digital officers: an exploratory analysis of their emergence, nature, and determinants. Long Range Planning, 101999.
  • 34.Marimuthu, M., Kolandaisamy, I. (2009). Ethnic and gender diversity in boards of directors and their relevance to financial performance of Malaysian companies.
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  • 36.Neely Jr, B. H., Lovelace, J. B., Cowen, A. P. and N. J. Hiller, (2020). Metacritiques of upper echelons theory: Verdicts and recommendations for future research.Journal of Management, 46(6), 1029-1062.
  • 37.Nguyen, N. T., Yadav, M., Pande, S., Bhanot, A. and Hasan, M. F. (2022). Impact of diversity management on organizational performance in hotel organizations: a conceptual framework. International Journal of System Assurance Engineering and Management, 13(1), 186-196.
  • 38.Oduor, B. A., Kilika, J. M. (2018). TMT diversity, decision quality and service sector firm performance: A Research Agenda. Journal of Management and Strategy, 9(2), 34-45.
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  • 41.Radavičius, T., Tvaronavičienė, M. (2022). Digitalisation, knowledge management and technology transfer impact on organizations circularity capabilities. Insights into Regional Development, 4(3), 76-95.
  • 42.Roepke, A. L. (2019). Evaluating the Impact of the Chief Digital Officer on Firm Performance.
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  • 46.Singh, A., Hess, T. (2017). How Chief Digital Officers Promote the Digital Transformation of Their Companies. MIS Quarterly Executive, 1-18.
  • 47.Talke, K., Salomo, S. and Kock, A. (2011). Top management team diversity and strategic innovation orientation: The relationship and consequences for innovativeness and performance. Journal of Product Innovation Management, 28(6), 819-832.
  • 48.Truant, E., Broccardo, L. and Dana, L. P. (2021). Digitalisation boosts company performance: an overview of Italian listed companies. Technological Forecasting and Social Change, 173, 121173.
  • 49.Velinov, E., Gueldenberg, S. (2016). The missing dimension of knowledge transfer from subsidiaries to headquarters: The case of Oil and Gas companies in CEE region. Journal of Eastern European and Central Asian Research (JEECAR), 2(3), 67-74.
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Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-150449db-1d06-48f1-acd6-b52554098257
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