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The Effect of Top-management Team Heterogeneity on Performance in Institutions of Higher Education

机译：高层管理团队异质性对高校绩效的影响

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摘要

Empirical studies aiming to test theories connecting management to organizational performance in public administration have generally focused on a single executive at the apex of the organization. Yet organizations are increasingly governed by top-management teams (TMTs) composed of two or more individuals. In these team settings, managers have varying levels and types of previous experience, education, and socialization, and these backgrounds and skill sets can lead managers to hold different values that affect decision-making processes and, consequently, organizational performance. Whether higher levels of heterogeneity are linked to variation in outcomes, however, is debated and has rarely been examined in the context of large public bureaucracies. Using data on university presidents and provosts in U.S. higher education, this study finds that heterogeneity in top-management teams does affect performance indicators for some, but not all, goals of access, affordability, and quality.
机译：旨在检验将管理与公共行政中的组织绩效联系起来的理论的实证研究通常集中于组织最高层的一位执行官。但是，组织越来越受到由两个或更多个人组成的高层管理团队（TMT）的支配。在这些团队环境中，管理人员具有不同的级别和类型的先前经验，教育背景和社交能力，这些背景和技能可以使管理人员掌握影响决策过程并因此影响组织绩效的不同价值观。但是，是否存在更高程度的异质性与结果的差异有关，这是有争议的，很少在大型公共官僚机构的背景下进行研究。这项研究使用美国高等教育中的大学校长和教务长的数据，发现高层管理团队中的异质性确实会影响某些但不是全部目标的访问，可负担性和质量目标的绩效指标。

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