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The Role of Top Management Team Cognitive Diversity in a Global Sample of Innovative Firms: A Review

In: The Palgrave Handbook of Workplace Innovation

Author

Listed:
  • Claire A. Simmers

    (Saint Joseph’s University)

Abstract

This chapter used secondary sources to examine the role of cognitive diversity among top management teams in a global sample of 38 innovative firms (19 headquartered in the United States and 19 headquartered in other countries). Top management team demographics—generation, firm tenure, gender, and race—were collected, and firms were classified into four business life cycles. Firms in the Maturity phase had less generational and geographic dispersion, but more gender and racial diversity, so that cognitive diversity might facilitate continuous innovation aimed at marketplace relevancy. Innovative Start-ups were geographically dispersed but more cohort, gender, and racially concentrated. Perhaps this lack of cognitive diversity was necessary to maintain focus on the new business for survival in the early years. Limitations and future research directions were presented.

Suggested Citation

  • Claire A. Simmers, 2021. "The Role of Top Management Team Cognitive Diversity in a Global Sample of Innovative Firms: A Review," Springer Books, in: Adela McMurray & Nuttawuth Muenjohn & Chamindika Weerakoon (ed.), The Palgrave Handbook of Workplace Innovation, edition 1, chapter 26, pages 481-506, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-59916-4_26
    DOI: 10.1007/978-3-030-59916-4_26
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    Cited by:

    1. Danting Cao & Yike Yu, 2023. "Top management team stability and enterprise innovation: A chairman's implicit human capital perspective," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 44(4), pages 2346-2365, June.

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