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|Title:||The bright side of belief dispersion within TMTs|
|Abstract:||Prior research shows that firm innovation policies can be affected by the perceptional lens of their top executives. However, existing literature has exclusively focused on CEOs and ignored the interactional effect among CEO and non-CEO executives. In this study, I examine the effect of having different opinions within a firm’s TMT and find that belief dispersion within the TMT is positively related to corporate innovative efficiency. This result still holds after considering potential endogeneity in the baseline regressions. Next, I use three subsample analyses to indicate that information sharing and bias reduction are potentially the channels of the positive effect of belief dispersion. The last section of this thesis provides evidence that illustrates a positive relationship between TMTs belief dispersion and firm performance, yielding further corporate implications.|
|Dissertation Note:||Thesis (MPhil.) -- University of Adelaide, Business School, 2020|
|Keywords:||Top management team|
|Provenance:||This electronic version is made publicly available by the University of Adelaide in accordance with its open access policy for student theses. Copyright in this thesis remains with the author. This thesis may incorporate third party material which has been used by the author pursuant to Fair Dealing exceptions. If you are the owner of any included third party copyright material you wish to be removed from this electronic version, please complete the take down form located at: http://www.adelaide.edu.au/legals|
|Appears in Collections:||Research Theses|
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