How top management team behavioural integration can impact employee work outcomes: Theory development and first empirical tests

Raes, Anneloes M. L., Bruch, Heike and De Jong, Simon B. (2013) How top management team behavioural integration can impact employee work outcomes: Theory development and first empirical tests. Human Relations, 66 (2). pp. 167-192. ISSN 0018-7267

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Abstract

This article explores whether a top management team’s (TMT) behavioural integration relates to the work outcomes of employees. We first discuss likely theoretical mechanisms for such a relationship by integrating the literature on top management team behavioural integration with the literature on organizational climate, productive energy and employee work outcomes. Subsequently, we test our hypotheses in a dataset containing the responses of 191 top management team members and 5048 employees from 63 organizations by using structural equation modelling. The results show that top management team behavioural integration is related positively to an organization’s productive energy, which in turn is related to employees’ increased job satisfaction and decreased turnover intentions. By providing first insights into the consequences of top management team behavioural integration for employees, this article opens a new avenue for scientific inquiry on the organizational impact of top management team behaviour.

Item Type:	Article
Faculty \ School:	Faculty of Social Sciences > Norwich Business School
Depositing User:	Pure Connector
Date Deposited:	08 Mar 2016 12:00
Last Modified:	31 May 2023 09:30
URI:	https://ueaeprints.uea.ac.uk/id/eprint/57381
DOI:	10.1177/0018726712454554

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