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Performance effects of top management team gender diversity during the merger and acquisition process

https://doi.org/10.1108/md-03-2014-0141
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Outgoing claims: the papers this work cites, builds on, or argues with.

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Gender influences in decision‐making processes in top management teams
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The role of broader context and the communication program in merger and acquisition implementation success
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Enhancing post‐acquisition organisational performance: the role of the top management team
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Audit committee gender differences and earnings management
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Locating women board members in gendered director networks
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The impacts of top management team characteristics on entrepreneurial strategic orientation
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THE PERFORMANCE OF MUTUAL FUNDS IN THE PERIOD 1945–1964
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The adaptive—innovative (A—I) cognitive styles of male and female project managers: Some implications for the management of change
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Executive retention and acquisition outcomes: A test of opposing views on the influence of organizational tenure
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Strategic Decision Making: The Effects of Cognitive Diversity, Conflict, and Trust on Decision Outcomes
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Taking Stock of What We Know About Mergers and Acquisitions: A Review and Research Agenda
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Functional Top Management Team Members
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Strategic Decision-Making Processes
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Wall Street Reaction to Women in IPOs
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Superstitious Learning with Rare Strategic Decisions: Theory and Evidence from Corporate Acquisitions
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Prior Alliances with Targets and Acquisition Performance in Knowledge-Intensive Industries
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Replication as Strategy
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The Double-Edged Nature of Board Gender Diversity: Diversity, Firm Performance, and the Power of Women Directors as Predictors of Strategic Change
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Demography and Design: Predictors of New Product Team Performance
inferredcites →https://doi.org/10.1287/orsc.8.2.143openalex-snapshot
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Mediating Role of Strategic Choice Between Top Management Team Diversity and Firm Performance: Upper Echelons Theory Revisited
inferredcites →https://doi.org/10.2307/2392045openalex-snapshot
The Structure of "Unstructured" Decision Processes
inferredcites →https://doi.org/10.2307/2392337openalex-snapshot
Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis
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Dimensions of Organizational Task Environments
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Top Management Team Demography and Process: The Role of Social Integration and Communication
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The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves
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EVENT STUDIES IN MANAGEMENT RESEARCH: THEORETICAL AND EMPIRICAL ISSUES.
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Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance
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The Influence of Organizational Acquisition Experience on Acquisition Performance: A Behavioral Learning Perspective
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MOMENTUM AND SERENDIPITY: HOW ACQUIRED LEADERS CREATE VALUE IN THE INTEGRATION OF TECHNOLOGY FIRMS.
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Managing strategic consensus: the foundation of effective implementation
inferredcites →https://doi.org/10.5465/amj.2008.33665279openalex-snapshot
REDUCING CAUSAL AMBIGUITY IN ACQUISITION INTEGRATION: INTERMEDIATE GOALS AS MEDIATORS OF INTEGRATION DECISIONS AND ACQUISITION PERFORMANCE.
inferredcites →https://doi.org/10.5465/amj.2009.0122openalex-snapshot
Transfer Effects in Large Acquisitions: How Size-Specific Experience Matters
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Upper Echelons: The Organization as a Reflection of Its Top Managers
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Corporate Acquisitions: A Process Perspective
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Reconceptualizing the Determinants of Risk Behavior
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Personal Networks of Women and Minorities in Management: A Conceptual Framework
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What's the difference? diversity constructs as separation, variety, or disparity in organizations
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Multiple regression: testing and interpreting interactions

What points at this work

Incoming claims: where this work appears in other papers’ reference lists and arguments.

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