TMT Behaviour Integration And Organizational Performance

Research on top management team has always been one of the key research fields of management. However, the early stage of such researches had been mainly focusing on the individual level, until Hambrick and Mason (1984) proposed the "upper echelon theory" and established the relationship model for the top management team and organizational strategic decision making and outcomes in the mid-1980s, which marks the beginning of the study on top management team. The essence of the upper echelon theory is to exploit the integration advantages of "1+1>2", comprised of resource integration and process integration. Current research focus has been clearly shifted from the composition characteristics to operational process of top management team (Yao Zhenhua, Guo Zhongjin,2012).The concept of top management team behavioral integration, first proposed by Hambrick in1994, has attracted a lot of in-depth study. Researches on Top Management team behavioral integration in the context of China are still in the initial stage. In this study, we explore the impact of the top management team behavioral integration of Chinese firms (including three dimensions:communication openness, team cooperation and participation in decision-making) on organizational performance under the framework of the upper echelon theory. Also, we discuss the regulation of CEO’s task-oriented leadership behavior and relationship-oriented leadership behavior against the relationship between top management team behavioral integration and organizational performance. The result shows that, the dimensions of communication openness and participation in decision-making in top management team behavioral integration are positively correlated with organizational performance; CEO’s relationship-oriented leadership behavior will weaken the positive effect of communication openness on organizational performance, but will strengthen the relationship between team cooperation and organizational performance; CEO’s relationship-oriented leadership behavior will weaken the positive effect of communication openness and participation in decision-making on organizational performance.