Values Heterogeneity: An Overlooked but Important Antecedent of TMT Conflict and Effectiveness

Authors

Allen C. Amason, Georgia Southern UniversityFollow
Liu Jun, Renmin University of ChinaFollow
Fu Pingping, Nottingham University Business SchoolFollow

Document Type

Article

Publication Date

Summer 2018

Publication Title

Journal of Managerial Issues

ISSN

1045-3695

Abstract

Demographic heterogeneity and conflict have both been shown to influence the effectiveness of top management team (TMT) decision-making. While evidence of positive and negative effects exists, evidence linking heterogeneity and conflict together also exists, making it difficult to reach any conclusion about the relationships between conflicts and outcomes. Drawing upon action theory (Parsons, 1937; Parsons and Shils, 1951), this paper argues that value heterogeneity is an overlooked determinant of how demographic heterogeneity affects conflict and how heterogeneity and conflict together influence the effectiveness of TMT decision-making. Results support the hypotheses and make meaningful additions to the conflict literature.

Recommended Citation

Amason, Allen C., Liu Jun, Fu Pingping. 2018. "Values Heterogeneity: An Overlooked but Important Antecedent of TMT Conflict and Effectiveness." Journal of Managerial Issues, 30 (2): 155-182.
https://digitalcommons.georgiasouthern.edu/coba-facpubs/1