The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance
Year: 2002
Type: article
Source: Strategic Management Journal
DOI: 10.1002/smj.226
Author: Mason A. Carpenter
Institution: University of Wisconsin–Madison
Language: English
Subfield: Social Psychology
Field: Psychology
Domain: Social Sciences
Open Access status: closed
OpenAlex ID: W2098158490