Sun Yat-Sen Management Review

  Journal Fullview

Sun Yat-Sen Management Review  2013/6

Vol. 21, No.2  p.413-459


Top Management Team Heterogeneity, Strategic Intent Aggressiveness, and Innovative Capabilities
(635215818735721474.pdf 428KB)

Jen-An Cheng/

Department of Business Administration, National Cheng Kung University


高階管理團隊組成的異質性以及其積極的策略意圖對於組織的創新能耐 的發展,包括行政創新能耐以及產品創新能耐,都有顯著的貢獻。本研究提出 一個整合了策略意圖積極性、高階團隊異質性、行政創新能耐、與產品創新能 耐的架構。根據對於中國大陸 84 家製造公司的資料所做的分析,本研究對此 架構進行了實際地驗證。在結構方程模式分析之後,結果顯示出對於上述結構 關係,除了高階團隊異質性對於行政創新能耐以外,都有直接或間接影響關係 存在的支持。此外,兩個控制變數,包括公司規模以及研究發展投資,也顯示 出對於高階團隊的異質性與產品創新能耐之間的關係起到顯著的干擾作用。這 些發現拓展了我們對於組織的創新能耐之前提與脈絡的了解,而組織的創新能 耐實為動態能耐的重要元素。

(635215818735252724.pdf 179KB)




Both aggressive strategic intent and heterogeneity of top management team (TMT) contribute to the development of organizational innovative capabilities, including those of administrative innovation and product innovation. This article presents a framework integrating strategic intent aggressiveness, TMT heterogeneity, administrative innovation capability, and product innovation capability. Based on the data of 84 manufacturers in People Republic of China (PRC), this study empirically examines the framework. The results after structural equation modeling show a significant support for the preceding relationships either directly or indirectly, except the enhancement of TMT heterogeneity on administrative innovation capability. In addition, two control variables of firm size and R&D investment also prove to moderate significantly the relationship between TMT heterogeneity and product innovation capability. These findings expand the understanding on the antecedents and contexts of organizational innovative capability that is an important component of dynamic capabilities.

(635215818735252724.pdf 179KB)


top management team heterogeneity, strategic intent aggressiveness, innovative capabilities, dynamic capabilities

Policy and management implications
(Available only in Chinese)

Innovative capability is an important component of dynamic capabilities, which determines a firm’s development and even survival. Yet the top management team plays the leading role in an organization and thus has an absolute dominance on its performance and future development. This study revealed two critical properties of the top management team, including its strategic intent aggressiveness and composite heterogeneity, have either direct or indirect impacts on organizational product innovation capability. These findings have significant implications for the choice and assignment for the members of the top management team. In terms of strategic intent aggressiveness, if members or future candidates of the top management team intend to care about stakeholders such as employees, community residents, and shareholders, to understand in depth concerns of those people, to consistently follow up the proceeding of their projects, and to actively launch aggressive plans and actions, all of which formulates important dimensions for management based on the findings in this research. Through observation on these dimensions, evaluation on strategic intent aggressiveness for the existing members or future candidates of the top management team will be significantly improved that will further prompt a positive influence on organizational innovative capability. Secondly, this study shows the functional areas, educational background, and international experiences of candidates should be taken into account to diversify the composition of the top management team. A variety of views and opinions will be gained from a heterogeneous top management team during the process of product innovation, which will give the new products more chances to success. The relationship however is moderated by both firm size and R&D investment. In other words, the bigger the firm size and R&D investment, the more important the heterogeneous top management team gets for product innovation. Finally, the result of this study also shows a significant yet direct impact of administrative innovation on product innovation. Quick product innovation requires not only the involvement of cross-functional departments, customers, and suppliers, but also the support from the top management team and good cooperative quality among these entities alike. The establishment of a cross-functional project team could streamline communication and exchange among different departments and consequently get them closer to the new market trends. Direct integration between the demand side and the supply side by means of the involvement of customers and suppliers will quicken the whole process of product innovation. However the related coordination among the above parties and activities entails the development of effective administrative innovation such as management development plans, cross-functional innovation organizations, and procedures for developing innovative technique.