The Associations among CEO Dominance, Executive Human Resource Management System, Top Management Team Social Integration, Competitive Behavior and Firm performance

• Main Authors: Hao-Chieh Lin, 林豪傑
• Other Authors: Ing-Chung Huang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/44975789857114210467

博士 === 國立中山大學 === 人力資源管理研究所 === 93 === This study employs competitive dynamics theory, upper echelon perspective, power perspective, and strategic human resource management perspective to examine how executives matter with organizational outcomes. It argues that CEO dominance and executive human resource management system will affect top management team social integration, and the latter will promote aggressive competitive behavior. It also explores the performance implications of aggressive competitive behavior. Finally, it endeavors in opening the black box between executive human resource management system and firm performance. Anonymous questionnaires were distributed to firm executives, and the unit of analysis is firm level. Analyses with structural equation modeling confirmed most of our hypothesized relationships. CEO dominance is found to be negatively associated, but teamwork-oriented executive human resource management system is found to be positively related, with top management social integration. Top management team social integration will facilitate aggressive competitive behavior, and action speed matters with firm performance significantly. Finally, top management social integration and aggressive competitive behavior partially mediate the relationship of executive human resource management system and firm performance. Although strategic leadership research is prevalent, only few studies investigated the psychometric characteristics of top management team, even fewer paid attention to the impact of CEO power dominance on top management team’s interaction. At the same time, strategic human resource management studies also put very few efforts on the topics of competitive behavior and top managers, although these issues should be critical sources of an organization’s competitive advantage. This study is initiated to fill in these research gaps. Implications and limitations are discussed.