Next Article in Journal
Assessing the Rebound Hammer Test for Rammed Earth Material
Next Article in Special Issue
The Effects of Government Support on Corporate Performance Hedging against International Environmental Regulation
Previous Article in Journal
Game Theoretic Analysis of Pricing and Cooperative Advertising in a Reverse Supply Chain for Unwanted Medications in Households
Previous Article in Special Issue
Taxpayer’s Perception to Tax Payment in Kind System in Support of SMEs’ Sustainability: Case of the South Korean Government’s Valuation of Unlisted Stocks
 
 
Article

Sustainability in SMEs: Top Management Teams Behavioral Integration as Source of Innovativeness

1
CENTRUM Católica Graduate Business School, Pontificia Universidad Católica del Perú, Lima 15023, Peru
2
School of Business and Economics, Friedrich-Alexander-Universität Erlangen-Nürnberg (FAU), Fürther Str. 246c, 90429 Nuremberg, Germany
3
Technology Entrepreneurship and Innovation (TEI), University of Southern Denmark, Alsion 2, 6400 Sønderborg, Denmark
*
Author to whom correspondence should be addressed.
Sustainability 2017, 9(10), 1899; https://doi.org/10.3390/su9101899
Received: 15 September 2017 / Revised: 16 October 2017 / Accepted: 18 October 2017 / Published: 21 October 2017
(This article belongs to the Special Issue Sustainability in SMEs)
Top management teams’ (TMTs’) behavioral integration has received extensive attention from strategic management scholars in recent years. To learn more about the consequences of this phenomenon at the team level, we explore the relationship between TMTs’ behavioral integration with their innovativeness and sustainability orientation. To accomplish this, we surveyed 40 TMTs in Iranian small- and medium-sized enterprises (SMEs) at two points in time. We ran a hierarchical multiple regression in order to test the hypotheses of the study. Building a theoretical model based on the Upper-Echelons framework, we found that the extent to which a TMT is behaviorally integrated is positively and significantly related to TMT innovativeness. Furthermore, our result reveals that a highly behaviorally integrated TMT is more likely to engage in sustainability-oriented actions. Hence, behaviorally integrated TMTs offer its team members an increased chance of being innovative and generating new ideas as compared to less behaviorally integrated TMTs. Finally, our results indicate that the generation of novel ideas is higher in teams with younger members, and that highly educated TMTs generate more innovative ideas in the workplace. View Full-Text
Keywords: sustainability orientation; behavioral integration; innovativeness; TMTs; SMEs sustainability orientation; behavioral integration; innovativeness; TMTs; SMEs
Show Figures

Figure 1

MDPI and ACS Style

Jahanshahi, A.A.; Brem, A. Sustainability in SMEs: Top Management Teams Behavioral Integration as Source of Innovativeness. Sustainability 2017, 9, 1899. https://doi.org/10.3390/su9101899

AMA Style

Jahanshahi AA, Brem A. Sustainability in SMEs: Top Management Teams Behavioral Integration as Source of Innovativeness. Sustainability. 2017; 9(10):1899. https://doi.org/10.3390/su9101899

Chicago/Turabian Style

Jahanshahi, Asghar Afshar, and Alexander Brem. 2017. "Sustainability in SMEs: Top Management Teams Behavioral Integration as Source of Innovativeness" Sustainability 9, no. 10: 1899. https://doi.org/10.3390/su9101899

Find Other Styles
Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.

Article Access Map by Country/Region

1
Back to TopTop