The top management team (TMT) is of vital importance to the success and survival of a company. This holds particularly for newly founded high-tech start-ups. While the overall importance of the TMT is well established in research on corporate governance and management, less is known about the structural organization of the TMT. In order to fill this research gap, the chapter develops and explains basic arrangements with regard to the vertical differentiation among the members of the TMT and evaluates their strengths and weaknesses based on a group theoretical framework. More specifically, it distinguishes command models of TMT organization and collegial ones, and demonstrates their potential impact on behavioral, cognitive and affective TMT processes which transform TMT inputs into various TMT outcomes.
Axel V. Werder and Till Talaulicar
Axel v. Werder and Till Talaulicar
Dominic Kreismann and Till Talaulicar
Ethics training programmes are widely used to strengthen the ethical competence of organizational members. This competence is crucially important to corporate talents who have to deal with challenges due to global competition, inter-cultural differences, environmental complexity and multiple stakeholder demands. International talent management systems should therefore include the development of this competence in order to tap the full potential of these individuals and to enable them to identify and solve ethically relevant problems successfully. In the present chapter, we introduce different notions of ethical competence and explain the necessity for international talent management systems to foster this competence. Subsequently, we provide an overview of moral development theories and elaborate on different design dimensions of ethics training programmes. Moreover, we compile empirical evidence to conclude from extant meta-analyses about the effectiveness of ethics training and resume with best practice suggestions as well as open issues for future research.