This study tests a theoretical model developed to investigate the impact of assimilation of commercial open source enterprise resource planning software (COSES) in small and medium sized enterprises (SMEs). Specifically, the model explains how the top management team’s (TMT’s) information technology (IT) knowledge and experience impact both assimilation and firm performance. The hypotheses were tested using survey data from SMEs that have implemented COSES. Results from structural equation modeling suggest that SMEs benefit, through higher levels of assimilation and performance, from adopting innovative enterprise resource planning (ERP) systems such as COSES when they have a TMT that has experience with and is knowledgeable about technology. The study also highlights the importance of the TMT in facilitating IT assimilation.

Using a human capital perspective, this study investigates the relationship between the specific human capital of the top management teams of venture capital firms (VCFs) and the firms’ investment performance. The results of this study demonstrate that, in the early-stage information technology and communication (ICT) industry, VCFs’ technological expertise strongly predict better venture capital firm performance in the form of greater portfolio exit ratio. While financial expertise shows a positive but not significant effect. This study finds that although venture capital investing is a financial activity, technological expertise is the human capital characteristic that is more appropriate for this sub-environment. Future research is suggested.

ABSTRACT Drawing on the upper-echelons (UE) theory and strategic human resources management (SHRM) framework, this study aims to study the effects of top management team (TMT) characteristics on business strategy, strategic HR system relationship, and TMT behavioral integration as a moderating variable among the relationships. This research used both a survey and company data of 122 publicly listed firms in Taiwan to tested an integrated theoretical model relating to TMT characteristics (i.e., TMT demographic heterogeneity and TMT perception towards HR value), business strategies (i.e., differentiation strategy), strategic HR system (i.e., high performance work system ¡VHPWS) and TMT behavioral integration. The findings of this study included: (1) the direct positive relationship between the differentiation strategy and HPWS; (2) the significant relationship between the TMT demographic heterogeneity (i.e. TMT functionality heterogeneity and TMT educational background heterogeneity) and TMT perception towards HR value, and differentiation strategy; (3) the significant relationships between TMT perception towards HR value and differentiation strategy as well as its relationship with HPWS; and (4) a full moderation effect of TMT behavioral integration in the relationship between TMT perception towards HR value and HPWS. This study demonstrates significant associations between TMT, business strategy and HPWS. Reported results support some of the previously established relationships. Implications for future research are discussed.

This is a case study to take the Top Management Team (TMT), as the main part; moreover, the point of view in the study is to apply ¡§Resource-Building Mechanism¡¨ to explore multicultural companies how effectively building resource on their practical operation in the enterprises. Gradually, the operation leads the Group into a competitive advantage with sustainable development. The secret is not in the esoteric management theories, but in the tangible and intangible resources to integrate the unity capabilities of Knowledge, Belief, and Action. By the methods of questionnaire survey and in-depth interview on the case study of the TMT in the K Company - one of the largest instant noodle food group in the world, this research aims to understand how the Belief strongly affects TMT in common interactions between CEO and TMT in the company. In addition, the research tries to realize how they integrate the idea in the process of organizational change and jointly establish the same faith and trust for the shared vision. Based on result of the research, a key factor to comprehend the maintaining growth of high-performance and competitive advantage which makes opponents hard to imitate and surpass is the tight coherence between the CEO of the company and the Top Management Team. By resolution and perseverance practice of organizational belief, it leads to a unique true essence in the strategic business actions and management. The research proposes a significant value of the unity capabilities of Knowledge, Belief, and Action for the company and provides a practicable way for future research.

This study employs competitive dynamics theory, upper echelon perspective, power perspective, and strategic human resource management perspective to examine how executives matter with organizational outcomes. It argues that CEO dominance and executive human resource management system will affect top management team social integration, and the latter will promote aggressive competitive behavior. It also explores the performance implications of aggressive competitive behavior. Finally, it endeavors in opening the black box between executive human resource management system and firm performance. Anonymous questionnaires were distributed to firm executives, and the unit of analysis is firm level. Analyses with structural equation modeling confirmed most of our hypothesized relationships. CEO dominance is found to be negatively associated, but teamwork-oriented executive human resource management system is found to be positively related, with top management social integration. Top management team social integration will facilitate aggressive competitive behavior, and action speed matters with firm performance significantly. Finally, top management social integration and aggressive competitive behavior partially mediate the relationship of executive human resource management system and firm performance. Although strategic leadership research is prevalent, only few studies investigated the psychometric characteristics of top management team, even fewer paid attention to the impact of CEO power dominance on top management team¡¦s interaction. At the same time, strategic human resource management studies also put very few efforts on the topics of competitive behavior and top managers, although these issues should be critical sources of an organization¡¦s competitive advantage. This study is initiated to fill in these research gaps. Implications and limitations are discussed.

How to use self-owned knowledge to face the future challenge and diversity, to absorb the fashion knowledge and to create the more valuable knowledge is the most important issue for the corporation that want to become the multinational corporation. In order to use the superiority of globalization well, the headquarter must transfer the core competency to other subsidiary. However, the topic about cross border knowledge transfer will let the factor become more complexity. The character of industry, the strategies of globalization, the inner organizational competency and the top management team will have serious impact to the meaning of knowledge transfer, and will have influence to the whole structure of knowledge transfer. To find out which factors influence the border knowledge transfer of multinational corporation is the core issue in this research. We got the results by mean of the interaction among the character of industry, the strategies of globalization and the inner organizational competency. Further, we can obtain the mutual relations with human capital of the corporation. Although the influence factors of cross border knowledge transfer are too numerous to count, three subs ructions of entirety are the industry of corporation, the inner organizational competency and the strategies of globalization. According to the qualitative analysis and data collection, the inductive inferences of this research are as following: 1. The factors influence sorts of knowledge transfer (1) The maturer product life cycle is, explicit knowledge is more than tacit knowledge of the cross border knowledge transfer. (2) If the industry technique of corporation is superior, the disposition of capital and resources is nearer centralization and origin of inner competency in the corporation is from high-level executive group. (3) Most tacit knowledge of R&D would be produced by headquarter when the product life cycle lasts longer. (4) The origin of inner competency in the corporation is from high-level executive group, because the corporation has the ¡§market ¡Vaccess¡¨ competency and the inner disposition of capital and resources is nearer centralization. 2. The factors influence model of knowledge transfer (1) The correlation between externalization articulating of cross border knowledge transfer and higher knowledge worker in this industry is straight. (2) More requisite the forces for national responsiveness / differentiation, higher degree the externalization articulating and socialization empathizing of cross-border knowledge transfer are.

This study employed upper echelon perspective, social capital perspective, and strategic leadership and leadership style perspectives to examine the effects of CEO transformational leadership and CEO dominance on the three internal social capital dimensions, i.e. structural, relationship, and cognitive capital, of top management team (TMT). It also investigated the effects of the TMT internal social capitals on firm performance, and the mediating roles of the TMT social capital in the CEO leadership-performance relationship. The unit of analysis is at the firm level. Structural equation modeling conducted with LISREL was employed to test the fitness of overall hypothesized model and the significance of hypothesized relationships among studied variables. Empirical results showed that the theoretical models fit the data very well, and most of hypotheses are supported; the significance of top executives and interactions on firm outcomes were significantly ascertained. Specifically, CEO dominance may produce negative effects on TMT network density and trust while CEO transformational leadership may promote TMT network density, trust, and shared vision. On the other hand, TMT network density may foster firm performance. Finally, results showed that TMT network density mediated the relationships of CEO leadership and firm performance. This study has significant implications for upper echelons perspective, the integration of strategic leadership and leadership style research, and the applications of social capital perspective. Research findings also exhibit valuable insights for the strategic implications of TMT dynamics in business practices. Limitations and future directions were discussed for further extensions.

The transition for any executive into a new appointment is a challenge. This transition for the newly appointed Chief Information Officer (CIO) is especially challenging given the complexity and ambiguous nature of their role. Investment in information technology (IT) has steadily increased over the past twenty years and contributes to enabling business changes that drive organizational performance improvements. The role of the Chief Information Officer (CIO) has evolved into an executive who holds significant responsibility for leading the organization in realizing these investment benefits. Therefore unsuccessful CIO transitions can negatively impact the extent to which the organization’s IT benefits are fully realized. This research has one objective: to increase our understanding of the process of taking charge for the newly appointed Chief Information Officer (CIO). This increased understanding contributes to academic research as well as provides insights to practicing CIOs that will increase their probability of successfully taking charge of a new appointment. The project explores this phenomenon in depth from both the CIO’s and non-IT executive’s (CxO) perspective through semi-structured interviews with 43 executives. Participants included twenty-one Chief Information Officers and twenty-two C-suite, non-IT executives. The study integrates concepts from role theory and leader socialization with CIO leadership challenges. Findings indicate that the newly appointed CIO experiences a mutual adjustment process when they take charge. This adjustment occurs within their role set; the IT leadership team, the Chief Executive Officer (CEO) and the other top management team members (CxOs). The data suggests that CIOs experience three overlapping phases of taking charge; Entry, Stabilization and Renewal. These phases result in confidence, credibility and legitimacy as a new leader in the organization. The data further reveals that the type of transition (Start-up, Turnaround, Realignment or Success-sustaining) encountered by the CIO is a significant influence on the taking charge process. CIO socialization is influenced heavily by their role set and the expectations within it. CIOs will encounter CxO peers with varying preferences on interaction style and focus. In addition the CxOs in the study identified three different views of CIOs that reinforce the role ambiguity for the newly appointed CIO. The study reveals that CIOs experience organizational socialization in two domains of leadership. These domains are supply-side and demand-side leadership. The data suggests that supply-side socialization occurs prior to demand-side socialization. These socialization outcomes are dependent on transition type. This research extends previous work done on CIO transitions by identifying phases, activities and outcomes. An additional contribution is the first empirical model of new CIO socialization. Leader socialization research is enhanced with the study of a non-CEO executive. This model contributes a deeper understanding of the mutual adjustment process experienced by a newly appointed CIO. Practicing CIOs can apply these findings in developing transition plans and actions for taking a new appointment. The CxO types and attitudes can inform the newly appointed CIO on customizing their relationship building approaches. Understanding that taking charge requires 2-3 years can lead to more realistic expectations of the executive. The findings of this study can lead CIOs to a higher probability of success in taking charge of a new appointment.

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This PhD thesis consists of three empirical papers. Each paper can be read independently. However, all three papers investigate different factors affecting the performance of firms involved in mergers and acquisitions (M&As) and initial public offerings (IPOs). A private firm seeking to become listed and who also wish to grow through acquisition can do so with an IPO followed by acquisitions or a reverse takeover (RT). In a RT, a private firm is acquired by a public firm, but the private firm controls the combined public entity after completion of the deal. Chapter 2, 'Post-acquisition performance when firms list and acquire simultaneously versus sequentially: Reverse takeover versus IPO-M&As', examines the differential performance of firms conducting an IPO prior to undertaking follow-on acquisitions (IPO-M&As) versus firms that combine the process of obtaining the listing and acquiring another firm by conducting a RT. I investigate how acquirers' choices affect their post-acquisition performances. In this paper, I also investigate the impact of board structure changes on firm performance in IPO-M&A and RT deals. This event study covers RTs and acquisition-motived IPOs listed on the London Stock Exchange during 1995-2012. Challenging the theoretical expectation that IPOs increase the likelihood of optimal exercise of acquisition options by reducing valuation uncertainty, my results show that an IPO does not alleviate the stock market underperformance of acquirers within 3 years post-acquisition. Private firms seem to self-select into different listing-and-acquisition routes depending on firm-specific characteristics and the board members keep the same level of control preference. However, the choice of listing-and-acquisition does not appear to significantly affect performance. I find no significant difference in the post-acquisition performance of firms undertaking IPO-M&As or RTs. Chapter 3, 'Post-acquisition performance of target firms: The impact of management turnover', investigates the efficiency of the takeover market and the impact of management turnover on target firm performance. Investigating separately the operating performance of targets and acquirers in U.K. domestic acquisitions during 2006-2014, I find that the post-acquisition peer-adjusted profits significantly improve in the unprofitable targets but do not change significantly in profitable targets. Both profitable and unprofitable targets experienced high management turnovers, but the improvement in profits does not appear to be driven by the management turnover. The reason of management turnovers is more complex than the acquisitions' market discipline function or resource-based management hypothesis. However, a complete turnover of top management in target firms seems to hurt the post-acquisition performance of acquirers, suggesting target management team may possess valuable information to facilitate the integration process. This study sheds light on the post-acquisition restructuring of target firms and their management teams, especially in private targets. Chapter 4, 'Identifying leaders among IPO firms: a content analysis of analyst coverage reports', investigates how analysts identify firms as a leader and whether leader firms go on to generate superior operating performance to non-leaders. Using a content analysis approach, I extract sentences including the keyword 'lead' from initial coverage reports and pick out sentences where the IPO firm is identified as either an 'industry leader' or 'partial leader'. I examine the textual content of initial coverage reports on U.S. IPOs during 1999-2012 and find that lead-underwriter analysts appear not to be more optimistic than non-lead-underwriters in their leadership identification of IPO firms, however, nor are they more accurate than non-lead-underwriters in identifying leader firms. I find that neither firms identified by analysts as industry leaders nor firms identified as having partial leadership advantages tend to generate superior peer-adjusted net sales or profit margins compared to non-leaders. The Global Settlement in 2003 significantly reduced the likelihood, frequency and intensity of partial leadership identification. Although there is no explicit regulation requirement on the text content in analyst reports, analysts have become more conservative in identifying a firm as a leader after the Global Settlement. This study helps investors to understand the incremental information of leadership identification in analyst reports, beyond the quantitative outputs such as stock recommendations.