This research employs the social information processing theory to examine the antecedents and consequences of learning goal orientation (LGO) in the workplace team context. Based on a large sample consisting of 1,280 individuals collected from 50 teams in a Vietnamese company by adopting a three-wave data collection approach, we find that team proactive personality exerts an inverted U-shaped effect on team LGO; at the same time, transformational leadership plays a positive moderating role by reinforcing the curvilinear relationship. We also find that team LGO is instrumental to alleviate the unfavorable horizontal and vertical relationship quality in teams, namely team incivility and leader-member exchange (LMX) differentiation. The paper contributes to the learning goal orientation research, and team learning literature in general, by highlighting the prominence of LGO for workplace teams within the broad context of team personality, team leadership, and socio-behavioral outcomes.

Extending a relational perspective of competitive dynamics, we investigate how a firmi¦s relational practices may enhance CEO paternalistic leadership to engage in bold competitive actions and thus...

We examine the role of strategic cohesion of a firm’s top management team (TMT) in competitive dynamics and firm performance. TMT strategic cohesion encompasses cognitive, social, and behavioral integrations among its members, which are consequential in the paradoxical dynamics of competition and cooperation in the marketplace. Results based on a sample of 829 executives in 219 firms show that competitive proactivity is a key mediator that can convert TMT strategic cohesion into advantageous performance outcome, while the mediating effect is weakened when there is high level of rival cooperation. This research contributes to the competitive dynamics and upper echelons theories by proposing the multidimensionality of TMT strategic cohesion and identifying the competition-cooperation tension in the context of a firm’s interface with its rivals.

This study examines the relationships between TMT internal social capital, competitive behavior, and firm performance while considering climate for cooperation with competitors and environmental dynamism. Research results based on a large sample collected from 829 executives in 219 firms in two Chinese economies, namely Taiwan and Mainland China, show that TMT internal social capital exerts a positive effect on competitive aggressiveness, especially in low coopetition and less dynamic situations. Competitive aggressiveness also plays a prominent mediating role in converting TMT internal social capital into advantageous performance outcomes. Moreover, moderated mediation analyses show that the mediating role of aggressiveness is more salient in both low cooperation-with-competitors climate and less dynamism situations. The research contributes to the competitive dynamics and upper echelons theories by revealing the significance of competitive initiatives in linking TMT social dynamics concerns with firm performance outcomes within the context of a firm's interface with its competitors and organizational environments.

This research draws on competitive dynamics and upper-echelons perspectives to examine the interplay among top management team members and its implications for competitive response, a vital yet underexplored research area. Using data from surveys of more than 200 TMTs and the structural equation modeling approach, we find that CEO decision power reduces, directly and indirectly, a firm's response speed, while TMT socio-behavioral integration produces the opposite effect. Our research highlights the tension between response motivation and capability in interfirm rivalry and the recognition of response speed as a promising mediator that helps explain the inconclusive results between TMT variables and organizational performance.