The Interaction Effect Among Top Management Teams Diversity: Evidence from the Indonesian Banking Sector
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Jun 1, 2020
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Abstract
Penelitian pada topik tim manajemen puncak (TMT) telah menjadi perhatian para akademisi dalam beberapa decade terakhir. Para peneliti berupaya menginvestigasi dampak dari komposisi TMT terhadap kinerja perusahaan dengan baik melalui hubungan langsung maupun tidak langsung. Komposisi TMT memanifestasikan ciri personal anggota tim yang biasanya direfleksikan dari keberagaman tim. Hanya saja, berbagai penelitian terdahulu gagal menghasilkan kesimpulan yang konsisten terkait permasalahan tersebut. Penelitian ini mengusulkan pendekatan alternatif dengan menguji efek interaksi antar variable keberagaman tim. Upaya ini didasarkan kepada asumsi bahwa karakteristik personal pada dasarnya berinteraksi antara satu dengan yang lainnya sebelum tercermin pada perilaku. Penelitian ini menggunakan tiga bentuk keberagaman yaitu keberagaman sebagai separasi, sebagai variasi, dan sebagai disparitas. Data dikumpulkan dari laporan tahunan perusahaan pada industry perbankan yang terdaftar di pasa sekunder dari tahun 2011 sampai 2017. Hasil pengujian memperlihatkan bahwa keberagaman tenure dan usia berdampak langsung terhadap kinerja perusahaan, dan efek interaksi secara nyata muncul antar keberagaman latar belakang fungsional, tenure dan usia terhadap kinerja perusahaan.
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Johan, A. (2020). The Interaction Effect Among Top Management Teams Diversity: Evidence from the Indonesian Banking Sector. Jurnal Manajemen Stratejik Dan Simulasi Bisnis, 1(1), 92-102. https://doi.org/10.25077/mssb.1.1.92-102.2020
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References
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Hsieh, T. J., Chung, H. J., & Lo, H. (2010). The impact of top management team conflict on new product development: The case of Taiwan and the United States. International Journal of Innovation and Technology Management, 7(2), 1206–1213. https://doi.org/10.1109/PICMET.2008.4599730
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Johan, A. P., & Wibowo, A. (2012). Diversitas Tim Manajemen Puncak, Kekomprehensifan Pengambilan Keputusan, Integrasi Sosial dan Kinerja Perusahaan: Studi Pada Bank Perkreditan Rakyat. Jurnal Siasat Bisnis, 16(2), 155–166.
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Lankau, M. J., Ward, A., Amason, A., Ng, T., Sonnenfeld, J. A., & Agle, B. R. (2007). Examining the impact of organizational value dissimilarity in top management teams. Journal of Managerial Issues, 19(1), 11–34. Retrieved from http://ezproxy.depaul.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2007-07007-001&site=ehost-live&scope=site
Li, H., & Li, J. (2009). Top management team conflict and entrepreneurial strategy making in China. Asia Pacific Journal of Management, 26(2), 263–283. https://doi.org/10.1007/s10490-007-9071-2
Miller, C. C., Burke, L. M., & Glick, W. H. (1998). Cognitive diversity among upper-echelon executives: Implication for strategic decision processes. Strategic Management Journal, 19(March 1997), 39–58.
Prasad, B., & Junni, P. (2017). Understanding top management team conflict, environmental uncertainty and firm innovativeness: Empirical evidence from India. International Journal of Conflict Management, 28(1), 122–143. https://doi.org/10.1108/IJCMA-02-2016-0006
Simons, T., Pelled, L. H., & Smith, K. A. (1999). Making use of difference: Diversity, debate, and decision comprehensiveness in top management teams. Academy of Management Journal, 42(6), 662–674. https://doi.org/10.5772/213
Smith, K. G., Smith, K. A., Olian, J. D., Sims, H. P., Douglas, P., Bannon, O., … Scully, J. A. (1994). Top Management Team Demography and Process : The Role of Social Integration and Communication. Administrative Science Quarterly, 39(3), 412–438. http://www.jstor.org/stable/2393297
Tanikawa, T., & Jung, Y. (2016). Top management team (TMT) tenure diversity and firm performance: Examining the moderating effect of TMT average age. International Journal of Organizational Analysis, 24(3), 454–470. https://doi.org/10.1108/IJOA-02-2014-0739
Baron, R. M., & Kenny, D. A. (1986). The Moderator-Mediator Variable Distinction in Social Psychological Research : Conceptual , Strategic , and Statistical Considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.
Biggio, G., & Cortese, C. G. (2013). Well-being in the workplace through interaction between individual characteristics and organizational context. International Journal of Qualitative Studies on Health and Well-Being, 8(1), 1–13. https://doi.org/10.3402/qhw.v8i0.19823
Boone, C., & Hendriks, W. (2009). Top Management Team Diversity and Firm Performance: Moderators of Functional-Background and Locus-of-Control Diversity. Management Science, 55(2), 165–180. https://doi.org/10.1287/mnsc.1080.0899
Bunderson, J. S., & Sutcliffe, K. M. (2002). Comparing alternative conceptualization of functional diversity in management teams: Process and performance effects. The Academy of Management Journal, 45(5), 875–893.
Camelo-Ordaz, C., García-Cruz, J., & Sousa-Ginel, E. (2014). Antecedents of relationship conflict in top management teams. International Journal of Conflict Management, 25(2), 124–147. https://doi.org/10.1108/IJCMA-06-2012-0054
Cao, Q., Simsek, Z., & Zhang, H. (2010). Modeling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity. Journal of Management Studies, 47(7). https://doi.org/10.1111/j.1467-6486.2009.00877.x
Chattopadhyay, P., Glick, W. H., Miller, C. C., & Huber, G. P. (1999). Determinants of executive beliefs: comparing functional conditioning and social influence. Strategic Management Journal, 20(8), 763–790. https://doi.org/10.1002/(SICI)1097-0266(199908)20:8<763::AID-SMJ46>3.0.CO;2-D
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. (2005). Team diversity and information use. The Academy of Management Journal, 48(6), 1107–1123.
Daspit, J. J., Ramachandran, I., & D' Souza, D. E. (2014). TMT Shared Leadership and Firm Performance: Investigating the Mediating Role of Absorptive Capacity. Journal of Managerial Issues, 3(26), 219–239.
Finkeilstein, S., Hambrick, D. C., & Cannella, A. A. (2009). Strategic Leadership; Theory and Research on Executive, Top Management Teams, and Boards. New York: Oxford University Press.
Haleblian, J., & Finkelstein, S. (1993). Top Management Team Size, CEO Dominance, and Firm Performance: The Moderating Roles of Environmental Turbulence and Discretion. Academy of Management Journal, 36(4), 844–863. https://doi.org/10.5465/256761
Hambrick, D. C., & Chen, M. (1996). The influence of top management team heterogeneity on firms' competitive moves. Administrative Science Quarterly, 41, 659–684.
Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons : The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193–206. Retrieved from http://www.jstor.org/stable/258434.
Harrison, D. A., & Klein, K. J. (2007). What is the Difference? Diversity Constructs As Separation, Variety, or Disparity in Organizations. Academy of Management Review, 32(4), 1199–1228. Retrieved from http://www-management.wharton.upenn.edu/klein/documents/New_Folder/Harrison-Klein_2007_AMR.pdf
Heavey, C., & Simsek, Z. (2017). Distributed Cognition in Top Management Teams and Organizational Ambidexterity: The Influence of Transactive Memory Systems. Journal of Management, 43(3), 919–945. https://doi.org/10.1177/0149206314545652
Hsieh, T. J., Chung, H. J., & Lo, H. (2010). The impact of top management team conflict on new product development: The case of Taiwan and the United States. International Journal of Innovation and Technology Management, 7(2), 1206–1213. https://doi.org/10.1109/PICMET.2008.4599730
Johan, A. P., & Herri. (2013). Effect of Knowledge Integration as Mediation of TMTs Characteristic and Innovativeness in Higher Education Institution. International Journal of Innovation, Management and Technology, 4(6), 4–7. https://doi.org/10.7763/IJIMT.2013.V4.459
Johan, A. P., & Wibowo, A. (2012). Diversitas Tim Manajemen Puncak, Kekomprehensifan Pengambilan Keputusan, Integrasi Sosial dan Kinerja Perusahaan: Studi Pada Bank Perkreditan Rakyat. Jurnal Siasat Bisnis, 16(2), 155–166.
Knight, D., Pearce, C. L., Smith, K. G., Olian, J. D., Sims, H. P., Smith, K. A., & Flood, P. (1999). Top management team diversity, group process, and strategic consensus. Strategic Management Journal, 20(5), 445–465. Retrieved from http://www.jstor.org/stable/3094164
Lankau, M. J., Ward, A., Amason, A., Ng, T., Sonnenfeld, J. A., & Agle, B. R. (2007). Examining the impact of organizational value dissimilarity in top management teams. Journal of Managerial Issues, 19(1), 11–34. Retrieved from http://ezproxy.depaul.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2007-07007-001&site=ehost-live&scope=site
Li, H., & Li, J. (2009). Top management team conflict and entrepreneurial strategy making in China. Asia Pacific Journal of Management, 26(2), 263–283. https://doi.org/10.1007/s10490-007-9071-2
Miller, C. C., Burke, L. M., & Glick, W. H. (1998). Cognitive diversity among upper-echelon executives: Implication for strategic decision processes. Strategic Management Journal, 19(March 1997), 39–58.
Prasad, B., & Junni, P. (2017). Understanding top management team conflict, environmental uncertainty and firm innovativeness: Empirical evidence from India. International Journal of Conflict Management, 28(1), 122–143. https://doi.org/10.1108/IJCMA-02-2016-0006
Simons, T., Pelled, L. H., & Smith, K. A. (1999). Making use of difference: Diversity, debate, and decision comprehensiveness in top management teams. Academy of Management Journal, 42(6), 662–674. https://doi.org/10.5772/213
Smith, K. G., Smith, K. A., Olian, J. D., Sims, H. P., Douglas, P., Bannon, O., … Scully, J. A. (1994). Top Management Team Demography and Process : The Role of Social Integration and Communication. Administrative Science Quarterly, 39(3), 412–438. http://www.jstor.org/stable/2393297
Tanikawa, T., & Jung, Y. (2016). Top management team (TMT) tenure diversity and firm performance: Examining the moderating effect of TMT average age. International Journal of Organizational Analysis, 24(3), 454–470. https://doi.org/10.1108/IJOA-02-2014-0739