Overall, this dissertation proposes that the shared vision and organizational synergy are the fundamental outcomes of managerial competences. Their perceivability provides a measurable means to evaluate the managerial competences. Also, their firm-specificity capacitates organizations to constitute unique advantages. By considering the principal dimensions of managerial teams, which are composition, coordination, and compensation, as the main factors of promoting managerial outcomes, this dissertation attempts to complement current knowledge on managerial competences. Together with exploring the relationship between managerial outcomes and organizational growth, this dissertation seeks to provide instruments for practitioners to enhance collective managerial outcomes and pursue sustainable organizational growth.
This dissertation identifies three principal dimensions synthesizing an integrative view to incorporate the important roles of disparate managerial characteristics in developing fundamental managerial outcomes. The integrative view manifests the collectivity of three principal dimensions. That is, they are reciprocally related to each other. The success of collaborating a managerial team depends on the harmony of these principal dimensions. Excellence of team composition, combined with adequate design in coordination and compensation, allows managerial team to lead the visionary organization synergistically, achieving continuous growth.
The black box of organizational demography highlights the gap of causality in associating managerial demographic profiles with organizational performance (Lawrence, 1997). This dissertation postulates that the fundamental outcomes of the managerial team, which are the shared vision and organizational synergy, are able to serve as the mediation between managerial demography profiles and organizational performance. The mediating
role of managerial outcomes provides the theoretical potential to determine the causal chain and to discover the relations among managerial profiles, managerial outcomes, and organizational performance, which enlightens further research on this causal chain and managerial competences.
As regards spin-offs, the managerial implications of this dissertation are twofold.
First, intrinsic and extrinsic factors are equally critical to corporate spin-offs. Stated differently, the internal and external perspectives are mutually complemented for spin-off decisions. Reciprocally proceeding the inside-out and outside-in steps will complete the overall design and synergize the positive effect of internal and external factors.
Second, the supportive endowments provided from the parent firm enable the child firm to utilize the expanded resource basis to establish its uniqueness and, in turn, provide complementary resources to support the parent firm. For the parent-child pair, this mutually helpful relationship will synergize their sustainability of continuous growth.
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