The Top Management Team: Key to Strategic Success

Donald C. Hambrick

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Team Dynamics and Performance Leadership and Management in Organizations Human Resource and Talent Management

Abstract

The top executive who seeks strategic success will work first and foremost at assembling a managerial team well suited to formulating and implementing strategies in the particular competitive environment faced by the firm. This article presents an analytical framework for assessing and designing top management teams. The value of the framework, illustrated in the case of an actual general manager grappling with an appraisal of his top team, lies in specifying the elements of this important process and identifying the range of issues the manager must consider.

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References

1984Upper Echelons: The Organization as a Reflection of Its Top Managers 2013Academy of Management Journal 1972Essence of Decision: Explaining the Cuban Missile Crisis 1984Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation 1985The Romance of Leadership 1982Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment 1988Readings in the Management of Innovation 1973Elite Values Versus Organizational Structure in Predicting Innovation

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1994RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE 1995Conflict: An important dimension in successful management teams 1989Top management teams and organizational renewal 1996TOP MANAGEMENT TEAM STRATEGIC CONSENSUS, DEMOGRAPHIC HOMOGENEITY AND FIRM PERFORMANCE: A REPORT OF RESOUNDING NONFINDINGS 1993A Resource-Based Perspective on the Dynamic Strategy-Performance Relationship: An Empirical Examination of the Focus and Differentiation Strategies in Entrepreneurial Firms

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