Looking different vs thinking differently: Impact of TMT diversity on coopetition capability
© 2018 In this study, we focus on the micro-foundations of coopetition capability and ask: “where does coopetition capability come from?” Drawing upon social psychology and cognitive theories, we seek to offer insights into the micro-foundations of coopetition capability by focusing on the role of top management team (TMT) diversity. We suggest that TMT diversity emerges from two distinct attributes of the team members: surface-level (e.g., age, gender, nationality) and deep-level (e.g., knowledge and experience). We argue that TMT diversity based on surface-level attributes contributes negatively while TMT diversity based on deep-level attributes contributes positively to coopetition capability. We test our hypotheses using a novel dataset that combines primary data and employee level secondary data of a sample of 315 Swedish firms. Results provide broad support for our hypotheses. We discuss the implications of our findings and key limitations of our study.
Long Range Planning
Looking different vs thinking differently: Impact of TMT diversity on coopetition capability.
Long Range Planning,
Retrieved from: https://digitalcommons.mtu.edu/michigantech-p/2729