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Extending EO and the Role of the Top Management Team

In: Entrepreneurial Orientation and Strategic Leadership

Author

Listed:
  • Brian S. Anderson

    (University of Missouri–Kansas City
    Ghent University)

Abstract

This chapter centers on the top management team, which is an under-explored context in EO research. I begin the chapter by tackling the question if the firm wants to maximize its EO, should it universally have entrepreneurially minded senior executives; that is, to be an entrepreneurial firm, its senior leaders should themselves be inclined toward entrepreneurship. I also briefly consider the perspective sometimes raised in the EO literature that a firm’s performance yield from EO may be a function of counterbalance among the executive team—a CEO with a high tolerance for entrepreneurial risk may benefit from a chief operating officer with a modest risk tolerance. I then explore differences across senior executive roles, and how those roles may enable or constrain the firm’s EO. I then investigate the role of performance evaluations, and how the firm’s appraisal structure may enable or constrain EO. Lastly, I consider the role of middle management in the firm’s EO, specifically through the lens of strategic execution.

Suggested Citation

  • Brian S. Anderson, 2021. "Extending EO and the Role of the Top Management Team," Springer Books, in: Entrepreneurial Orientation and Strategic Leadership, chapter 0, pages 51-59, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-87300-4_5
    DOI: 10.1007/978-3-030-87300-4_5
    as

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