| 高管团队任务断裂带对探索性创新“双刃剑”作用——CEO特征的调节效应 |
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| 引用本文： | 林明,鞠芳辉,任浩.高管团队任务断裂带对探索性创新“双刃剑”作用——CEO特征的调节效应[J].科研管理,2006,40(12):253-261. |
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| 作者姓名： | 林明 鞠芳辉 任浩 |
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| 作者单位： | 1.浙江大学宁波理工学院 商学院，浙江 宁波315100；;
2.同济大学 经济与管理学院，上海200092 |
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| 摘 要： | 高管团队任务断裂带对企业探索性创新绩效具有矛盾性作用。本研究收集上市电子信息类企业纵向数据，使用固定效应负二项式回归分析，探讨CEO特征（两职合一、通用型职能背景及技术背景）如何调节高管团队任务断裂带与探索性创新绩效间关系。研究发现：(1) 在两职合一型CEO情形下，高管团队任务断裂带强度对探索性创新绩效具有较为显著负向作用；（2）在通用型CEO情形下，高管团队任务断裂带强度对探索性创新绩效具有较为显著正向作用；（3）技术背景的CEO并不显著调节团队任务断裂带与探索性创新绩效间关系。那么，企业需灵活聘任不同特征CEO来增强高管团队任务断裂带对探索性创新绩效的积极作用。
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| 收稿时间： | 2016-07-13 |
The double-edged sword effects of task-related top management team faultline on exploratory innovations—— The moderating role of CEO characteristics |
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| Lin Ming,Ju Fanghui,Ren Hao.The double-edged sword effects of task-related top management team faultline on exploratory innovations—— The moderating role of CEO characteristics[J].Science Research Management,2006,40(12):253-261. |
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| Authors: | Lin Ming Ju Fanghui Ren Hao |
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| Institution: | 1. School of Business, Ningbo Institute of Technology, Zhejiang University, Ningbo 315100, Zhejiang, China;
2. School of Economics and Management, Tongji University, Shanghai 200092, China |
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| Abstract: | Exploratory innovation strategy is a kind of innovation strategy model of enterprises, which is made by top management team (TMT). The combination of multiple task-related characteristics of TMT members can lead to task-related TMT faultlines, which divides TMT into different task-related subgroups. Task-related TMT faultline has a conflicting impact on the performance of exploratory innovation. On the one hand, the strength of task faultline in a TMT embodies the diversity of heterogeneous knowledge used for strategic decision-making, which may enhance the performance of exploratory innovation; on the other hand, task faultline may also cause emotional conflict and knowledge integration cost between different task-related subgroups. Although extant research has explored the impact of task-related TMT faultline on organizational performance, results are uncertain. The main reason may be that task-related TMT faultline is dormant, which should be motivated when considering its effects. Thus, it is necessary to consider the context factors related to knowledge integration. Extant research on integration mechanisms of the diversity of team members’ characteristics mainly focuses on team level factors, individual attribute factors, industrial factors and environmental factors, and so on, but only a few have paid attention to the role of CEO. Moreover, these few exceptions emphasize the diversity of single characteristic of members, but ignore the composite diversity of multiple characteristics and the difference of subgroups caused by taskfaultline. Despite the important role of CEO in integrating the diversity of single characteristic, extant research is limited in understanding of whether and how different characteristics of CEO can moderate the relationship between TMT task faultline and the performance of exploratory innovations .To the end, the study examines the moderating roles of three sets of CEO characteristics (duality, generalist, and technological background) in the relationshipbetween TMT task faultline and the performance of exploratory innovation respectively. Based on the panel data of Chinese listed electronic and information companies, the results of Fixed-Effects Negative Binomial Model analysis indicate that, first, the effect of task-related TMT faultline on the performance of exploratory innovation is significantly negative when the CEO has duality. Second, the effect of task-related TMT faultline on the performance of exploratory innovation is significantly positive when the CEO is a generalist. Third, CEO with technological background does not significantly moderate the relationship between task-related TMT faultline and the performance of exploratory innovation. The study has some contributions. First, we enrich the stream of research on TMT by disclosing the relationship between the characteristics of CEO and subgroups of TMT. In the past, the role of CEO in knowledge integration among subgroups of TMT members has been neglected. In this study, it is proposed that CEO can effectively mitigate the conflicts of task and emotion between subgroups formed bytask-related TMT faultline by means of information communication and integration, which can promote knowledge integration between subgroups. Second, we contribute to the line of research on CEO duality, by disclosing that the duality of CEO is not conducive to knowledge integration between subgroups, and will reduce the performance of exploratory innovation. The duality of CEO means that a CEO is also a chairman of board, which will strengthen the power of CEO, increase the power distance between CEO and other executives, and thus inhibit the free exchange and expression of views among executives. Third, we add to the literature on general CEO, by revealing that this type of CEO can promote knowledge integration between task-related subgroups and thus increase the positive effect of the strength of task fautline on exploratory innovation performance. That is because a general CEO has more background knowledge of different functions, compared to a specialized CEO, which promotes communication between the general CEO and other executives with different functional backgrounds and is beneficial to knowledge integration between subgroups. Fourth, we contribute the stream of research on technical background CEO, by disclosing the contradictory effect of technical background CEO on exploratory innovation decision-making of TMT members. On the one hand, given technical background CEO has stronger technical background knowledge and a better grasp of industrial technology than non-technical background CEO, background CEO may enhance the accuracy of exploratory innovation decision-making. On the other hand, technical background will enhance CEO’s authority and thus make other executives from different functional backgrounds dare not put forward different views. Moreover, technical background of a CEO can enhances the CEO’s overconfidence and arbitrariness in the course of decisions-making. These may reduce knowledge integration between subgroups.Therefore, in practice, in order to give full play to the positive role oftask-related TMT faultline in exploratory innovation strategic decision-making, enterprises need to solve the problem of task or information conflict, deal with the emotional conflict and reduce the costs of knowledge integration between subgroups. Moreover, in order to effectively promote knowledge integration between subgroups and reduce the negative impact of task fautline of TMT on the efficiency of innovation strategy decision-making of TMT, enterprises should give full play to the positive role of CEO with different characteristics through the cautious selection or arrangement of CEO with different characteristics.In addition, this study still has some limitations. First, the sample firms come from the electronic and information industries characterized by rapid technological change, which have relatively strong exploratory innovation ability. Therefore, whether the relevant conclusions can be applicable to other industries with slow industry technology change needs to be treated with caution. Second, in the analysis of the moderating role of CEO features, we only focus on such characteristics as functional background, technical background and duality of CEO, but lack the analysis of other characteristics, such as marketing background and shareholder nature, which needs to be further studied in the future. Third, although the nature of enterprise is treated as a control variable in the study, we analyze the effect of taskfautline on exploratory innovation performance without considering the moderation of the nature of enterprise. However, state-owned enterprise is a type of very important entity in the context of China’s transitional economy because a large number of listed enterprises are state-owned enterprises. Moreover, the risk preference of CEO between state-owned enterprises and private enterprises is different, which may affect the role of CEO in making decisions on exploratory innovation strategy. |
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