Who’s in? Variance in top management team definition effect on corporate political activity

Abstract

Purpose

Causal relationships between top management team (TMT) characteristics and corporate political activity (CPA) are well established in management literature. Yet, recent research has uncovered that there is little consistency in how researchers operationalize the TMT. Thus, the purpose of this paper is to empirically demonstrate how variation in TMT operationalization can affect causal relationships between TMT characteristics and CPA. Theoretical implications for these findings are discussed.

Design/methodology/approach

This study examines how varying the operationalization of the TMT affects the statistical outcomes of random-effects negative binomial regression models that examine how the state-level CPA of the largest 100 firms headquartered in Texas (from 2000 to 2010) is influenced by TMT characteristics.

Findings

How the TMT is operationalized greatly affects the level and significance of study results. These findings inform TMT and CPA research theoretically and statistically.

Research limitations/implications

This study underscores the importance of definition of TMT in studies where it is a variable.

Originality/value

This study provides novel insights into how TMT operationalization can greatly affect TMT research and theory.

Citation

Johnson, A.F. and McDonald, A.T. (2024), "Who’s in? Variance in top management team definition effect on corporate political activity", SAM Advanced Management Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/SAMAMJ-03-2024-0001