Top Management Team Complementarity's Impact on the Diversification-Performance Relationship

Strategic Management Journal, Vol. 18, No. 5, pp. 361-374, 1997

14 Pages Posted: 4 Mar 2012

See all articles by Hema A. Krishnan

Hema A. Krishnan

Xavier University

Alex Miller

affiliation not provided to SSRN

William Q. Judge

Old Dominion University

Date Written: 1997

Abstract

This study examined the impact of complementary top management teams (defined as functional experience differences between the acquiring and acquired firms) on post-acqusition performance. Based on a sample of 147 acqusitions between 1986-88, we find that complementary backgrounds have a positive impact on post-acquisition performance in both related and unrelated acqusitions. Another major finding is that complementarity is negatively related amongst top management team turnover of acquired managers. Finally, top management team turnover among acquired managers is negatively related to post-acquisition performance.

Keywords: top management teams, turnover, acqusition integration process, post-acquisition performance

Suggested Citation

Krishnan, Hema A. and Miller, Alex and Judge, William Q., Top Management Team Complementarity's Impact on the Diversification-Performance Relationship (1997). Strategic Management Journal, Vol. 18, No. 5, pp. 361-374, 1997, Available at SSRN: https://ssrn.com/abstract=1462494

Hema A. Krishnan

Xavier University ( email )

Cincinnati, OH 45207
United States

Alex Miller

affiliation not provided to SSRN ( email )

William Q. Judge (Contact Author)

Old Dominion University ( email )

Norfolk, VA 23529-0222
United States
7576836730 (Phone)

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