The role of the upper echelon in the value chain management
Abstract
Purpose
The purpose of this study was to analyze the impact of top management teams on firms' value chain action intensity and value chain activity heterogeneity.
Design/methodology/approach
The study was conducted from an emerging market perspective. The sample was based on the secondary data collected from three fast-growing industries in India: automobile, pharmaceutical and fast-moving consumer goods over the three-year period from 2009 to 2012. The Panel Poisson and Tobit regression have been used to conduct this study.
Findings
Drawing upon the upper echelon theory, the author found that a top management team's educational level, functional heterogeneity and total organizational tenure influence value chain action intensity and value chain activity heterogeneity.
Originality/value
The author introduces the concept of value chain action intensity and value chain action heterogeneity and investigates the role of the upper echelon in influencing intensity and heterogeneity.
Keywords
Acknowledgements
The author would like to offer her thanks to Dr Venkata Seshaiah for his valuable contribution to this article.
Citation
Agnihotri, A. (2014), "The role of the upper echelon in the value chain management", Competitiveness Review, Vol. 24 No. 3, pp. 240-255. https://doi.org/10.1108/CR-05-2013-0049
Publisher
:Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited