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The two faces of hierarchy: CEO power and TMT learning diversity in technology venture innovation

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dc.contributor.authorSirén, Charlotta
dc.contributor.authorHe, Vivianna Fang
dc.contributor.authorGrichnik, Dietmar
dc.contributor.authorWincent, Joakim
dc.contributor.authorWesemann, Henrik
dc.contributor.funderSwiss National Science Foundation
dc.contributor.rorhttps://ror.org/02jjdwm75
dc.date.accessioned2024-07-08T13:14:11Z
dc.date.available2024-07-08T13:14:11Z
dc.date.issued2024-02-29
dc.description.abstractThe relationship between top management team (TMT) members’ learning behavior and the innovation strategy of technology ventures remains unclear,especially when complicated by social hierarchies within the team. We draw on organizational learning theory to theorize that diversity in TMT members’ learning behavior has both positive and negative latent effects that produce an inverted U-shaped relationship between TMT learning diversity and a firm’s radical innovation strategy. Building on the social hierarchy literature,we also suggest that CEO power moderates this relationship by altering the latent forces: structurally powerful CEOs neutralize the benefits of TMT learning diversity,turning the link between learning diversity and radical innovation strategy predominantly negative,whereas prestigiously powerful CEOs neutralize the costs of TMT learning diversity,turning its relationship with the firm’s radical innovation strategy predominantly positive. Longitudinal,multi-source data from 77 TMTs support our model. The findings contribute to the research on learning and social hierarchies by illustrating how hierarchies rooted in different sources of power have different effects on the relationship between TMT learning diversity and innovation strategy.
dc.description.fundingtypeOpen access funding provided by University of St.Gallen This project received funding from the Swiss National Science Foundation (SNSF 100018_169426).
dc.description.peerreviewedyes
dc.description.statusPublished
dc.formatapplication/pdf
dc.identifier.citationWesemann, H., Sirén, C., He, V.F. et al. The two faces of hierarchy: CEO power and TMT learning diversity in technology venture innovation. Small Bus Econ (2024). https://doi.org/10.1007/s11187-024-00893-4
dc.identifier.doihttps://doi.org/10.1007/s11187-024-00893-4
dc.identifier.issn0921898X
dc.identifier.officialurlhttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85185964044&doi=10.1007%2fs11187-024-00893-4&partnerID=40&md5=a8d4e3b8148d1ec6a67812933ec2249c
dc.identifier.urihttps://hdl.handle.net/20.500.14417/3007
dc.journal.titleSmall Business Economics
dc.language.isoen
dc.page.total0
dc.publisherSpringer
dc.relation.departmentEntrepreneurship
dc.relation.entityIE University
dc.relation.projectID SNF: SNSF 100018_169426
dc.relation.schoolIE Business School
dc.rightsAttribution 4,0 International
dc.rights.accessRightsinfo:eu-repo/semantics/openAccess
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.subject.keywordCEO power
dc.subject.keywordL26
dc.subject.keywordM12
dc.subject.keywordM13
dc.subject.keywordM14
dc.subject.keywordRadical innovation
dc.subject.keywordSocial hierarchy
dc.subject.keywordTeam learning
dc.subject.keywordTop management teams
dc.titleThe two faces of hierarchy: CEO power and TMT learning diversity in technology venture innovation
dc.typeinfo:eu-repo/semantics/article
dc.version.typeinfo:eu-repo/semantics/publishedVersion
dspace.entity.typePublication
person.identifier.scopus-author-id57215419272
person.identifier.scopus-author-id55360688100
person.identifier.scopus-author-id57204556685
person.identifier.scopus-author-id23979756700
person.identifier.scopus-author-id8662364900
relation.isAuthorOfPublication18a15c8b-2e40-4647-90ff-57999f3a21af
relation.isAuthorOfPublication.latestForDiscovery18a15c8b-2e40-4647-90ff-57999f3a21af
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