TMT organizational configurations and opportunity realization in established firms: An exploratory analysis

This paper studies the relationship between the opportunity realization of established firms and the organization of their top management teams

Paola Rovelli; Cristina Rossi-Lamastra; Annachiara Longoni; Raffaella Cagliano

2020

Scholarcy highlights

  • The current conditions of the global business environment urge even established firms to behave entrepreneurially
  • Based on the above discussion, we argue that formalization of processes and procedures at the top management teams-level favours the selection of opportunities and the resource mobilization required to enact them, having a positive impact on the opportunity realization process
  • Tables 1 and 2 report descriptive statistics and correlations for all the variables used in the analyses; the first eight variables are those used to identify TMT organizational configurations
  • These results provide an early indication of differences in opportunity realization across TMT organizational configurations, and of the possible equifinality of integrated and incentive-based TMTs
  • We identified three alternative TMT organizational configurations as combinations of six organizational elements of the TMT, which we deem to be key for the opportunity realization process
  • Points of the scale are 1 = 0%; 2 = between 0% and 10%; 3 = between 10% and 20%; 4 = between 20% and 30%; 5 = between 30% and 50%; and 6 = more than 50%
  • Based on the seminal contribution of Miles and Snow, we provide empirical evidence that complements the conceptual work by Smith and Tushman who, distinguish between leader-centric and team-centric TMTs, depending on whether decisions are made by a leader or collectively

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