Functional Top Management Team Members

  title={Functional Top Management Team Members},
  author={Markus Menz},
  journal={Journal of Management},
  pages={45 - 80}
  • Markus Menz
  • Published 1 January 2012
  • Business
  • Journal of Management
Functional top management team (TMT) members, defined as senior executives in the TMT responsible for one or more functional areas in their organizations, have received increased attention from scholars from different fields over the past few years. The purpose of this article is to review the disconnected research on various functional TMT members; to identify the variables of interest, the dominant relationships, and the contributions; and to organize the existing knowledge into a framework… 

Figures and Tables from this paper

The Inclusion of CIOs in Top Management Teams: A Longitudinal Study of the Strategic Role of IT

The results show that TMT age and firm diversification are found to be linked to the CIO inclusion and contributes to an understanding of the relationship between the Cio and TMT and provides a potential measure of IT importance within firms.


Since the emergence of the Upper Echelons (UE) perspective introduced by Hambrick and Mason (1984), numerous research studies in the management field have focused on the top management team (TMT)

Chief strategy officers: Contingency analysis of their presence in top management teams

The results of a sample of S&P 500 firms over a five-year period reveal that diversification, acquisition activity, and TMT role interdependence are positively associated with CSO presence, but it is found that the structural choice to have a CSO in the TMT does not significantly affect a firm's financial performance.

TMT Diversity Outcomes Under Environmental Contexts: A Review of Literature and Research Agenda

The construct of Top Management Team (TMT) has received a significant attention in the strategic management scholarship due to the espoused role that TMT members are expected to play in providing

Top Management Teams in Family Business: the Role of Non Family Managers

Conceptual framework and literature. The empirical setting: TMTs in italian furniture family firms. TMT diversity at work. The role of non family managers in family business: results from a survey.

A temporal perspective on the relationship between top management team internationalization and firms' innovativeness

This study examines whether top management team (TMT) internationalization is positively related to firm innovativeness. Besides focusing on the accumulation of top managers' international knowledge

Human capital in top management teams seen through the lens of senior human resources managers

Purpose Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to

Leading corporate sustainability: The role of top management team composition for triple bottom line performance

Sustainable development at the corporate level requires balancing social, environmental, and financial performance goals. Achieving such “triple bottom line” (TBL) performance is a very challenging

Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach

In this study, we examine the influence of senior leadership on firms’ corporate social responsibility (CSR). We integrate upper echelons research that has investigated either the influence of the



The Interface of the Top Management Team and Middle Managers: A Process Model

The interaction of the top management team (TMT) and middle managers (MMs) is central to effective strategy formulation and implementation, but researchers have remained notably silent on the actual

Power in top management teams: dimensions, measurement, and validation.

  • S. Finkelstein
  • Business
    Academy of Management journal. Academy of Management
  • 1992
A set of dimensions measuring top managers' power are presented and a measurement methodology is suggested to facilitate empirical inquiry to demonstrate strong support for the proposed power dimensions.

The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research

During the past 25 years, a substantial amount of research in strategic management has focused on the contributions of middle management. Although useful, the research is characterized by

Top Management Teams, Global Strategic Posture, and the Moderating Role of Uncertainty

The complexity surrounding globalization offers a unique context in which to study the moderating role of uncertainty on top management team (TMT) demographic effects. In a sample of United

Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards

TABLE OF CONTENTS PREFACE DEDICATION 1. The Study of Top Executives 2. Do Top Executives Matter? 3. How Individual Differences Affect Executive Action 4. Executive Experiences and Organizational

Understanding the CEO/CIO Relationship

An explanatory framework is described that links the quality of the CEO/CIO relationship to identified attributes of each of the parties, and of their host organization.

Why top management team characteristics matter when employing a chief operating officer: a strategic contingency perspective

This study adopts an upper echelon perspective to argue that the presence of a COO may also create TMT-level information-processing benefits that can improve firm performance in certain conditions.

Information systems leadership

This essay discusses the distinctive aspects of IS Leadership, identifies the dominant themes in prior IS Leadership research, and introduces five papers on IS Leadership in this issue.


A theoretical model is developed that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance and it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.