Supplementary and complementary congruence at the apex of the organization: management and board as a strategic‐oriented multiteam system

González, C. ORCID: https://orcid.org/0000-0002-7529-9524 and Greve, P. ORCID: https://orcid.org/0000-0002-2936-4399 (2023) Supplementary and complementary congruence at the apex of the organization: management and board as a strategic‐oriented multiteam system. British Journal of Management, 34 (3). pp. 1510-1533. ISSN 1467-8551 doi: 10.1111/1467-8551.12645

Abstract/Summary

Our knowledge of the top management team (TMT) and board interface in the context of major strategic decisions remains limited. Drawing upon the strategic leadership system perspective (SLSP) and the interface approach, we argue that the two groups constitute a strategic-oriented multiteam system and consider how supplementary (similarity) and complementary (interacting variety) congruence of international and functional backgrounds influence strategic decision-making. Looking at the internationalization decisions of the largest public firms in the UK, we find that complementary congruence of international backgrounds and supplementary congruence of functional experience promote the pursuit of new market entries. We extend the SLSP by showing how the cognitive TMT–board interface dynamics associated with supplementary and complementary congruence are important antecedents of strategic outcomes. Further, we find a boundary condition to the interface approach in strategic leadership research by identifying the underlying mechanisms that activate some TMT–board interfaces and not others.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/107002
Identification Number/DOI	10.1111/1467-8551.12645
Refereed	Yes
Divisions	Henley Business School > International Business and Strategy
Uncontrolled Keywords	Management of Technology and Innovation, Strategy and Management, General Business, Management and Accounting
Publisher	Wiley
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