Top management and innovations in banking: Does the composition of the top team make a difference?

Karen A. Bantel, Susan E. Jackson

Research output: Contribution to journalArticlepeer-review

1618 Scopus citations

Abstract

The relationship between the social composition of top management teams and innovation adoptions was examined in a sample of 199 banks. The following characteristics of top management teams were examined: average age, average tenure in the firm, education level, and heterogeneity with respect to age, tenure, educational background, and functional background. In addition, the effects of bank size, location (state of operation), and team size were assessed. Results indicate that more innovative banks are managed by more educated teams who are diverse with respect to their functional areas of expertise. These relationships remain significant when organizational size, team size, and location are controlled for.

Original languageEnglish (US)
Pages (from-to)107-124
Number of pages18
JournalStrategic Management Journal
Volume10
Issue number1 S
DOIs
StatePublished - 1989
Externally publishedYes

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management

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