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Understanding Top Management and Organizational Change Through Demographic and Processual Analysis

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  • Ed Clark
  • Anna Soulsby

Abstract

abstract Top management theory has been strongly influenced by demographic studies of top management teams (TMTs), but not by research into organizational adaptation to conditions of extreme institutional turbulence. This article analyses the transformation of a post‐socialist enterprise through a combination of demographic and processual methods to develop an enriched account of the micro‐processes through which top management constructed organizational change. Adding layers of narrative data and processual explanation directly addresses the well rehearsed problems in demographic TMT studies. From the findings, we propose a set of theoretical arguments that conceptualizes top management in terms of management regimes, to which TMTs are politically tied and through which they seek to realize their values and strategies in organizational outcomes.

Suggested Citation

  • Ed Clark & Anna Soulsby, 2007. "Understanding Top Management and Organizational Change Through Demographic and Processual Analysis," Journal of Management Studies, Wiley Blackwell, vol. 44(6), pages 932-954, September.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:6:p:932-954
    DOI: 10.1111/j.1467-6486.2007.00692.x
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    Cited by:

    1. Kwee, Z. & van den Bosch, F.A.J. & Volberda, H.W., 2010. "The Influence of Top Management Team’s Corporate Governance Orientation on Strategic Renewal Trajectories," ERIM Report Series Research in Management ERS-2010-032-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    2. Sarah E. A. Dixon & Klaus E. Meyer & Marc Day, 2010. "Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach," Journal of Management Studies, Wiley Blackwell, vol. 47(3), pages 416-436, May.
    3. Carmen Camelo & Mariluz Fernández‐Alles & Ana B. Hernández, 2010. "Strategic consensus, top management teams, and innovation performance," International Journal of Manpower, Emerald Group Publishing Limited, vol. 31(6), pages 678-695, September.
    4. Lee, Ji-Hwan & Roberts, Michael J.D., 2015. "International returnees as outside directors: A catalyst for strategic adaptation under institutional pressure," International Business Review, Elsevier, vol. 24(4), pages 594-604.
    5. Nghona, Xolani, 2021. "From one dominant growth mode to another : Switching between strategic expansion modes," Other publications TiSEM 8331633d-0e6f-4cc8-8b22-a, Tilburg University, School of Economics and Management.
    6. Anna Soulsby & Anna Remišová & Thomas Steger, 2021. "Management and Business Ethics in Central and Eastern Europe: Introduction to Special Issue," Journal of Business Ethics, Springer, vol. 174(4), pages 739-746, December.
    7. Mitchell, Rebecca & Boyle, Brendan & Nicholas, Stephen & Maitland, Elizabeth & Zhao, Shuming, 2016. "Boundary conditions of a curvilinear relationship between decision comprehensiveness and performance: The role of functional and national diversity," Journal of Business Research, Elsevier, vol. 69(8), pages 2801-2811.
    8. MUEHLFELD, Katrin & VAN DOORN, Jenny & VAN WITTELOOSTUIJN, Arjen, 2011. "The effects of personality composition and decision-making processes on change preferences of self-managing teams," ACED Working Papers 2011009, University of Antwerp, Faculty of Business and Economics.
    9. M. Díaz-Fernández & M. González-Rodríguez & Biagio Simonetti, 2015. "Top Management Teams’ demographic characteristics and their influence on strategic change," Quality & Quantity: International Journal of Methodology, Springer, vol. 49(3), pages 1305-1322, May.

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