René Olie

Internationalization of Top Management Teams in Europe

One issue in the international business literature that has been virtually ignored is the internationalization of top management teams. This study examines the extent of national diversity in the composition of top management teams in two highly internationalized European countries, Sweden and The Netherlands. Results indicate that the national diversity of top management teams in these countries has not progressed to the same level as the internationalization of the companies at large.

Culture and integretion problems in international mergers and acquitions

International mergers and acquisitions frequently fail in the integration phase, with cultural differences a major contributory factor. With reference to many European examples of M and As, Rene Olie of Limburg University explores various obstacles to merger success and develops a dynamic model of merger stability. He concludes that the successful integration of an international merger is a very long process which is assisted by a sense of parity and common management programs, tasks and goals.

When Do CEOs Versus Top Management Teams Matter in Explaining Strategic Decision-Making Processes?: Toward an Institutional View of Strategic Leadership Effects

Theory on strategic leadership effects gives short shrift to the institutional context in establishing the impact of chief executive officers (CEOs) and top management teams (TMTs) on strategic decision making processes. In this article we develop the argument that the institutional context of the country in which they are embedded centrally shape the extent to which CEO or TMT characteristics provide more accurate predictions of strategic decision-making processes. We develop a set of exemplary propositions to substantiate this thesis and trace its implications for theory and testing on strategic leadership effects on the firm.

Top management teams in their national contexts

Since the mid-1980s, much research attention has been devoted to top management teams and their impact on the strategic behavior and performance of firms. In particular, this research has focused on the role of top managers’ background, values, and experiences in explaining the choices they make. So far, this research has largely failed to address the national context in which top management teams are formed and operate. Empirical studies have typically involved top management teams of U.S. firms. Other studies are rare, and when they exist, they usually do not take the national context into account. This paper explores the impact of national context characterized by society-specific value systems and institutions, on the composition, organization, and functioning of top management. We address three topics in particular: (1) national variations in the structure and practices of top management and their implications for managerial choices; (2) national governance systems that define and constrain the tasks and functioning of top management teams; and (3) national institutions that help to define managerial selection, promotion, and career patterns.

Top management teams and societal context: the international dimensions of top management

Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top management teams including their international diversity and their societal and cultural underpinnings. This paper provides a recent overview of empirical studies addressing the international dimension of top management teams and identifies avenues for future research. Particular attention is paid to the role of the institutional and cultural societal context in shaping the configuration of top management.