Top management team diversity and innovativeness

The moderating role of interfunctional coordination

Sei Auh, Bulent Menguc

Research output: Contribution to journalArticle

94 Citations (Scopus)

Abstract

Top management team (TMT) diversity has received considerable attention in the academic literature as well as in the corporate arena. Our paper develops a contingent model on how top management team diversity acts as a form of human capital and can have a positive effect on innovativeness when it is effectively leveraged with favorable social capital. Our theoretical underpinning rests on the argument that greater interfunctional coordination is a source of internal social capital, which mitigates the costs while at the same time highlights the benefits associated with TMT diversity. By testing our model with TMT executives, the results generally supported our hypothesis in that the effect of TMT diversity on innovativeness was positive as interfunctional coordination increased. Implications for marketing theory and practice are discussed.

Original languageEnglish (US)
Pages (from-to)249-261
Number of pages13
JournalIndustrial Marketing Management
Volume34
Issue number3
DOIs
StatePublished - Apr 2005
Externally publishedYes

Fingerprint

Innovativeness
Team diversity
Top management teams
Social capital
Model testing
Marketing theory
Marketing practices
Costs
Human capital

Keywords

  • Diversity
  • Innovativeness
  • Interfunctional coordination
  • Top management teams

ASJC Scopus subject areas

  • Marketing

Cite this

Top management team diversity and innovativeness : The moderating role of interfunctional coordination. / Auh, Sei; Menguc, Bulent.

In: Industrial Marketing Management, Vol. 34, No. 3, 04.2005, p. 249-261.

Research output: Contribution to journalArticle

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