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Motivated to change? TMT regulatory focus and strategic change

机译：有动力去改变？ TMT监管重点和战略变革

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Purpose - This paper aims to introduce the concept of top management team (TMT) regulatory focus to explain the differences in executive motivation. Upper echelons research has demonstrated that top managers' willingness to deviate from their current strategies is a key determinant of organizational success. However, it is not clear why some TMTs are motivated to embrace strategic change while others are motivated to favor the strategic status quo. Design/methodology/approach - Recent work in the psychology of motivation is used to develop a conceptual model explaining how the regulatory focus of TMTs can impact their outlooks toward strategic change. Findings - It is theorized that there is a positive (negative) relationship between promotion (prevention)-focused TMTs and strategic change. It is also theorized that executives' performance aspirations, firm maturity and the stability of the environment will influence the relationship between regulatory focus and strategic change. Originality/value - Although the theoretical explanations provided by past research on top manager motivation are psychological in their general focus, with few exceptions research has not sought to understand the specific deep-level, socio-cognitive characteristics that shape executives' perceptions of strategic change. By developing an understanding of the psychological determinants of strategic change, as well as the interplay between these determinants and firm- and environment-level factors, this paper represents a step in the direction of explaining why some TMTs are motivated to embrace strategic change while others seem "locked-in" to the status quo.
机译：目的-本文旨在介绍高层管理团队（TMT）监管重点的概念，以解释高管动机的差异。高层管理人员的研究表明，高层管理者偏离其当前策略的意愿是组织成功的关键决定因素。但是，尚不清楚为什么某些TMT受到激励以接受战略变革，而其他TMT受到激励以支持战略现状。设计/方法/方法-动机心理学方面的最新工作用于开发概念模型，解释TMT的监管重点如何影响其对战略变革的看法。研究结果-从理论上讲，以促进（预防）为重点的TMT与战略变更之间存在正（负）关系。从理论上讲，高管人员的绩效期望，公司成熟度和环境稳定性将影响监管重点与战略变革之间的关系。独创性/价值-尽管以往研究对高层管理人员的动机进行的理论解释通常是心理上的，但几乎没有例外，研究并未试图理解塑造高管对战略变革的看法的特定的深层，社会认知特征。通过对战略变革的心理决定因素以及这些决定因素与公司和环境因素之间的相互作用的理解，本文代表了一个方向，即解释了为什么某些TMT受到激励而接受战略变革而另一些则受到激励似乎“锁定”了现状。

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