Top management teams and pioneering: A resource-based view: A resource-based view

Michael Morley; Patrick C. Flood; Cher Min Fong; Ken G. Smith; Phillip O'Regan; Sarah Moore

doi:10.1080/095851997341658

Top management teams and pioneering: A resource-based view: A resource-based view

Michael Morley, Patrick C. Flood, Cher Min Fong, Ken G. Smith, Phillip O'Regan, Sarah Moore

Research output: Contribution to journal › Article › peer-review

Abstract

Pioneering, the capactiy of the firm to develop new products ahead of rivals, is an important attribute in high velocity environments. In this paper we advance a four stage process model of pioneering behaviour in top management teams. These stages include opportunity recognition, decision making, product innovation and market launch. We link various top team characteristics to each stage and hypothesise relationships. The model is tested using data gathered from high technology firms in Ireland and the USA. We find support for the proposition that top teams characteristics affect pioneering behaviour. In particular, firms with the highest proportion of research and development and marketing personnel exhibit the highest rates of pioneering. Stock options were also found to motivate pioneering behaviour.

Original language	English (Ireland)
Pages (from-to)	291-306
Number of pages	16
Journal	International Journal of Human Resource Management
Volume	8
Issue number	3
DOIs	https://doi.org/10.1080/095851997341658
Publication status	Published - 1997

Keywords

High technology
Innovation
Pioneering
Resource-based
Teamwork
Top management teams

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1080/095851997341658

Cite this

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title = "Top management teams and pioneering: A resource-based view: A resource-based view",

abstract = "Pioneering, the capactiy of the firm to develop new products ahead of rivals, is an important attribute in high velocity environments. In this paper we advance a four stage process model of pioneering behaviour in top management teams. These stages include opportunity recognition, decision making, product innovation and market launch. We link various top team characteristics to each stage and hypothesise relationships. The model is tested using data gathered from high technology firms in Ireland and the USA. We find support for the proposition that top teams characteristics affect pioneering behaviour. In particular, firms with the highest proportion of research and development and marketing personnel exhibit the highest rates of pioneering. Stock options were also found to motivate pioneering behaviour.",

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year = "1997",

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AU - O'Regan, Phillip

AU - Moore, Sarah

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AB - Pioneering, the capactiy of the firm to develop new products ahead of rivals, is an important attribute in high velocity environments. In this paper we advance a four stage process model of pioneering behaviour in top management teams. These stages include opportunity recognition, decision making, product innovation and market launch. We link various top team characteristics to each stage and hypothesise relationships. The model is tested using data gathered from high technology firms in Ireland and the USA. We find support for the proposition that top teams characteristics affect pioneering behaviour. In particular, firms with the highest proportion of research and development and marketing personnel exhibit the highest rates of pioneering. Stock options were also found to motivate pioneering behaviour.

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Top management teams and pioneering: A resource-based view: A resource-based view

Abstract

Keywords

UN SDGs

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