Abstract
This study explores how the scope of managerial environmental scanning changes after an environmental shift. Using the context of deregulation in airline industry, I examined both within- and across-sector scanning embodied in the presidents' letters in the annual reports between 1973 and 1986. The results indicate that: 1) top management teams (TMTs) who experienced large turnover in membership tended to have broader scope of environmental scanning, both within and across different sectors; 2) TMT demographic heterogeneity positively moderated such linkage between executive turnover and environmental scanning; and 3) output-orientation in top team members' functional background had a positive main effect on the scope of environmental scanning. The results of this study offer a new insight on the effects of executive turnover and the subsequent changes in TMT composition on environmental scanning.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
