The Influence of Top Management Team Diversity on Family Firm Performance: Evidence from Chinese Family Firms

• Main Author: 韓靖
• Other Authors: 蘇威傑
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/324832

碩士 === 國立政治大學 === 國際經營與貿易學系 === 104 === Despite a lot of literature examining the relationship between the top management team diversity and firm performance, the evidence is mixed. To reconcile the conflicting results, we divide the TMT diversity into separation, variety and disparity to discuss the relationship between them and the family firm performance in China. Results from a sample of 194 Chinese family firms indicate that there is no relationship between age separation, gender variety, functional variety and firm performance. Based on the social network theory, the relationship between educational separation and firm performance is U-shaped. In addition, considering social comparison theory and the negative impacts of tournament theory, we find that salary disparity is negatively related to company performance. However, family firm performance benefits from share disparity because the concentration on the equity allows the family to achieve the family’s goal and reduce agency cost, finally contributes to enhancing the family members’ identity and avoiding the power conflicts within the organization. Base on different theories, we examine the relationship between different aspects of diversity and family firm performance under Chinese culture background, and also find the “double-edged sword” of diversity.