When the Going Gets Tough, Top Management Team (TMT) Diversity Gets Going!: Building Resilience in Organizations

Santo Biswas () and Roopak Gupta ()
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Santo Biswas: Indian Institute of Management, Kozhikode
Roopak Gupta: Indian Institute of Management, Kozhikode

Chapter Chapter 27 in The Palgrave Handbook of Change and Resilience at Work, 2025, pp 555-583 from Springer

Abstract: Abstract Empirical inquiries into the correlation between Top Management Team (TMT) experiential diversity and firm performance have produced inconclusive findings. Despite the lack of theoretical clarity in the contemporary paradigm, recent studies indicate a positive connection. This chapter explores the theoretical gap by examining the TMT diversity–performance association, particularly in the context of adversity. The study serves as a guiding framework for an organizational strategy on diversity to ensure future readiness in the era of “perma-crisis.” Drawing upon insights from the literature on crisis, resilience, and conflict, this study undertakes a comprehensive synthesis to unravel, for organizations grappling with perma-crisis, how superordinate goals and leadership act as a crucial moderating variable, unveiling the latent positive impacts of TMT experiential diversity in building resilience.

Keywords: Experiential diversity; Top Management Team; Organisational resilience; Superordinate goals; Leadership (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-91493-5_27

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DOI: 10.1007/978-3-031-91493-5_27

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