최고경영자 및 최고경영팀의 다양성과 조직성과

Abstract

In a rapidly changing business environment, timely and accurate decision making is indispensable to organizational success. Corporate decisions are made by Chief Executive Officer (CEO) and Top Management Team (TMT). CEO is responsible for establishing and implementing company's short-term and long-term policies and strategies, and managing overall business processes. Systematic research on CEO and TMT stems from Child(1972)'s strategic choice theory, and in the early 1980's Hambrick and Mason(1984) continues to propose upper echelons perspective theory. Based on these two studies, numerous subsequent studies have examined the impact of CEO and TMT on firm performance. More recent studies have explored which TMT's demographic characteristics make an influence on business strategy, organizational innovation and performance. However, there has not been any formal study that investigates the effect of CEO and TMT on companies in Korea. This study has investigated how the various CEO characteristics such as the need for power, achievement, and affiliation and the heterogeneity of TMT influence organizational performance. To address this research question, a research model is designed to include the relationship among CEO's characteristics, heterogeneity of TMT, and organizational performance. Main empirical results of this study can be summarized as follows. First, CEO's need for affiliation has a negative influence on the heterogeneity of TMT's tenure. Second, contrary to the hypothesis proposed in this thesis, the impact of CEO's demographic characteristics on the heterogeneity of TMT is not statistically significant. Third, the heterogeneity of TMT has a positive effect on individual innovative behaviors in an organization, and does not have any significant impact on operational and financial performance.