The Impact of Top Management Team Heterogeneity on The Performance of Technology Start-ups
Chunyu Zhang 1, Chen Wang 1 * , zhi Wang 2
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1 School of Economics and Management, Harbin Engineering University, Harbin, Heilongjiang 150001, CHINA2 ZTE Corporation, Nanjing, Jiangsu, 210012, CHINA* Corresponding Author

This article belongs to the special issue "Problems of Application Analysis in Knowledge Management and Science-Mathematics-Education".


Based on upper echelon theory and the perspective of value creation in the business model for technology start-ups, this paper explains the mechanism of top management team (TMT) heterogeneity on the performance of technology start-ups. Using survey data from 183 technology start-ups in China, the model is empirically tested. The findings demonstrate that age and tenure heterogeneity among TMT members significantly and positively affects the performance of technology start-ups While functional experience and educational level heterogeneity significantly and negatively affect their performance of technology start-ups. Moreover, the value creation of business models partially mediates the influences of age, tenure, functional experience and educational level heterogeneity among TMT members on the performance of technology start-ups.


This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Article Type: Research Article

EURASIA J Math Sci Tech Ed, 2017, Volume 13, Issue 12, 8057-8065

Publication date: 24 Nov 2017

Article Views: 2535

Article Downloads: 986

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