| According to Upper Echelons Theory,organization is the "projection" of top executives.And because the management team can reduce the cognitive biases and increase the breadth of views,the executive team has a stronger interpretation of organizational performance than the CEO.The development of the enterprise is inseparable from the company's senior management team,but even more inseparable from the core figure in the TMT,that is,the CEO of the enterprise.Although there have been many studies on the relationship between CEO power and organizational innovation behavior,however,the relationship between them is full of contradictions,and the research conclusions are not focused.How to choose an excellent CEO to achieve the long-term development of an enterprise is a serious challenge for any enterprise.The selection of senior executives and the distribution of power among senior executives is not only the key to the smooth operation of the TMT team,but also the key factors affecting organizational innovation.Although the personal knowledge,capabilities and preferences of CEO will greatly affect the future development strategy and the company performance,the management decision of the enterprise is often not the decision of CEO,but the result of the joint action of CEO and senior management team members.The difference of executive choice is very important to understand corporate innovation behavior.This view is the theoretical basis of management discretion behind the management and organizational behavior literature.However,the current high-level team research often ignores the key role played by CEO and the interaction and dynamics between CEO leaders and other management team members,so that the research results may not be able to clearly clarify the real innovation decision-making dynamics of the organization.At the same time,the functional background of the senior management team is diverse.In a multi-functional team,the weaknesses of individual managers can be compensated by the strengths of others,which has a positive impact on organizational innovation decision-making.However,under the TMT functional heterogeneity,whether the CEO power dominance and TMT interaction behavior will have an impact on organizational innovation behavior,and what kind of impact it will have,the attention of scholars is still very limitedBased on the above theoretical deficiencies and research logic,this paper attempts to solve the following questions:(1)What is the impact of CEO power dominance on organizational innovation behavior?(2)What is the impact of TMT interaction behavior on organizational innovation behavior?(3)What is the impact of CEO power dominance on TMT interaction behavior?(4)Is there a mediating effect of TMT interaction behavior between CEO power dominance and organizational innovation behavior?(5)What moderating role does TMT functional heterogeneity play in the relationship between CEO power dominance and TMT interaction behavior? In order to answer these questions,this paper constructs the theory on the basis of reviewing relevant theories and research literature,and then deeply discusses the relationship among the four variables of CEO power dominance,TMT interaction behavior,TMT functional heterogeneity and organizational innovation behavior,completes the construction of the theoretical model,and puts forward five research hypotheses.Finally,through the field investigation of medium and large enterprises in Beijing-Tianjin region and the Yangtze River Delta region,this paper obtains 482 valid paired questionnaires from 112 enterprises and uses relevant research methods and statistical software for empirical analysis to test the models and hypotheses.The empirical results of this study show that CEO power dominance has an inverted u effect on organizational innovation behavior and TMT interaction behavior,respectively,while TMT interaction behavior has a positive relationship with organizational innovation behavior.Moreover,TMT interaction plays a curvilinear mediating role between CEO power dominance and organizational innovation behavior.Finally,TMT functional heterogeneity significantly regulates the curve relationship between CEO power dominance and TMT interaction behavior.That is,this paper focuses on the study of TMT,thinking about the nonlinear influence of CEO power dominance on organizational innovation behavior through TMT interaction behavior under the influence of TMT functional heterogeneity regulation.The conclusion not only enriches the theory of higher order and the theory of power accumulation,but also provides ideas for solving practical innovation problems.Therefore,this study has extremely important theoretical contribution and has certain practical value.Theoretically,first,the inverted U-shaped curve relationship between CEO power domination,TMT interaction behavior and organizational innovation behavior is constructed and tested,which further enriches Upper Echelons Theory and power accumulation theorem.Based on the research of Finkelstein and Hambrick et al.,this paper uses the samples of Chinese enterprises to explore the relationship between CEO power domination,TMT interaction behavior and organizational innovation behavior.This study finds that,compared with foreign studies,the relationship between CEO power domination,TMT interaction behavior and organizational innovation behavior is not a simple linear relationship,but an inverted U-shaped nonlinear relationship.This is also a major feature of this study which is different from foreign studies.The highest point of TMT interaction behavior and organizational innovation behavior does not correspond to the highest value of CEO dominance.A high CEO dominance has a negative impact on TMT interaction behavior and organizational innovation behavior,that is,an appropriate level of CEO dominance will bring the best TMT interaction behavior and organizational innovation behavior for enterprises.Therefore,this paper not only proposes a basic theoretical framework for the follow-up research,which is conducive to in-depth analysis of the influence of CEO power domination on TMT interaction behavior and organizational innovation behavior,but also improves Upper Echelons Theory to a certain extent,further enriching the research on enterprise innovation.In addition,this paper creatively and found that low CEO performance enough power control for enterprise to bring the most optimal TMT interactive behavior and organizational innovation behavior of growth(the largest marginal growth),to develop the theory of CEO power dominant contribution margin,which broke the CEO power dominant and simple linear relationship between TMT interactive behavior and organizational innovation behavior of single explanation mechanism,and the specific dominant from low power and high power dominant perspective of the formation of analysis of the relationship between the inverted u-shaped curve.This not only strengthens the prior understanding of CEO dominance on TMT interaction behavior and organizational innovation behavior,but also opens up a new path for the research on the application of CEO dominance equilibrium in enterprises.Second,this paper verifies the curvilinear-shaped transmission mechanism between TMT interaction behavior and CEO dominance and organizational innovation behavior,and breaks the previous linear explanation of the relationship between the two.By integrating previous theoretical and empirical studies,this paper establishes and verifies the curve transmission mechanism of TMT interaction between CEO dominance and organizational innovation behavior,enriching the path to realize the relationship between CEO dominance and organizational innovation behavior.It is worth pointing out that although the linear transfer mechanism in the existing research explains the mediating effect of CEO's power domination into organizational innovation behavior to a certain extent,its explanatory power is defective,because it ignores the grasp of "degree".In the curve of the conduction model,this study effectively reveals the nonlinear transformation path between CEO power dominance and organizational innovation behavior,breaks through the existing understanding,stresses the important role of the “black box” of TMT interaction in CEO power dominance and organizational innovation,enriches Upper Echelons Theory and innovation theory.Third,this paper explores the regulatory effect of TMT functional heterogeneity on the relationship between CEO power dominance and TMT interaction behavior,and exploratoryly opens a new field of vision for the study of TMT functional heterogeneity.By exploring the influence of TMT functional heterogeneity on CEO dominance and TMT interaction behavior,this paper proposes the regulatory effect of TMT functional heterogeneity.The study was carried out from the perspective of TMT functional heterogeneity and CEO power-dominating interaction,which improved the theoretical adaptation scope of TMT functional heterogeneity.Moreover,by studying the regulatory effect of functional heterogeneity of TMT,the contingency condition of CEO dominance on TMT interactive behavior is further clarified,and the relationship between CEO dominance and TMT interactive behavior is further studied.In addition,the analysis and study of TMT functional heterogeneity will help enterprises to better allocate CEO power,which will also open a new horizon for enterprises to promote organizational innovation behavior.Practically,first,the power dominance of CEO is not the higher the better,but should be kept within a moderate range.Moderated CEO power dominance will be conducive to TMT interaction behavior and organizations to produce a higher level of innovation behavior.In pursuit of TMT interaction and innovation output,enterprises also need to pay more attention to the degree of power domination of CEO in the executive team.When CEO power is low,although executive team members can participate more in decision-making,but conflicts between them will also lead to lower decision-making efficiency;and when CEO power is too high,the poor flow of information and the "arbitrary" of CEO will also bring greater risks and lack of innovative strategic decision-making.Therefore,enterprises need to find a balance point of CEO power dominance in order to achieve the best TMT interaction and innovation output.In other words,enterprises should pay attention to the position of CEO in the senior management team and its ability to participate and make decisions,especially when the market develops rapidly and the consistency within the team is low,enterprises need to ensure that the organization carries out higher innovation output on the top of the inverted U-shaped curve by ensuring the degree of power domination owned by CEO.Second,enterprises should encourage TMT interaction and build a bridge between CEO power dominance and organizational innovation behavior.The key to the interactive behavior advantage of TMT is to improve the speed and quality of strategic agenda and decision-making,and promote the cohesion of the team.In the company,CEO can not only make and guide strategic decisions,but also directly participate in the implementation of these decisions.However,because people are bounded rational,in order to ensure the correctness of decision-making,it is necessary for CEO to delegate part of the power of strategic decision-making to other members of TMT.Too little or too much decentralization can lead to two extreme situations-a high degree of centralization or a high degree of decentralization,Politics may appear at the extremes of the power imbalance.Politics is often a covert action,including behind-the-scenes alliances,withholding information and controlling the agenda.TMT members can use political means to enhance their influence on decision-making,but it will also do harm to organizational innovation.Third,the moderation role of TMT functional heterogeneity in the development of enterprise innovation cannot be ignored.In the context of high functional heterogeneity of senior management team members,enterprises have a variety of cognitive and functional backgrounds,which can promote the openness of new ideas and opportunity identification.Therefore,the high-functional heterogeneity senior management team can bring a variety of innovative solutions to the development of strategic agenda and the implementation of strategic decisions.At present,there are few researches on CEO power dominance,TMT functional heterogeneity,TMT interaction behavior and organizational innovation behavior in China.Analyzing the impact of TMT functional heterogeneity on enterprise CEO power dominance and TMT interaction behavior will further promote the realization of organizational innovation behavior.The moderation role of TMT functional heterogeneity and mediated moderation role make it easier for enterprises to support the strategic decisions made by CEO individuals more easily under the role of knowledge penetration and smooth communication among CEO,executive team members with high power dominance,improve the speed and quality of TMT interaction behavior,and then promote organizational innovation behavior.Therefore,in the process of development,enterprises should pay attention to the functional background of senior management team members and strive to improve the functional heterogeneity of senior management team.By studying the curvilinear influence of CEO power dominance and TMT interaction behavior on organizational innovation behavior,this paper further enhances the understanding of the relationship between CEO power dominance and organizational innovation behavior,increases the empirical experience of Upper Echelons Theory in interaction,and enriches and strengthens its theoretical basis.In addition,by studying the influence of TMT functional heterogeneity as a regulatory variable on TMT interaction behavior,this paper not only increases the research on the regulatory effect of TMT functional heterogeneity,but also improves its theoretical scope,further clarifies the boundary conditions of CEO power dominance affecting TMT interaction behavior,and deeply analyzes the curve transfer intermediary effect of TMT interaction behavior between CEO power dominance and organizational innovation behavior.It makes up for the deficiency of the existing research on CEO power dominance and TMT interaction behavior,and has certain innovation. |
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