Top management team behavioral integration in small-sized firms: A social identity perspective

This study draws on social identity theory and examines perceived external prestige at both the organization and team levels as well as collective team identification as antecedents of top management team (TMT) behavioral integration. The results of data collected from TMTs in 70 small-sized organizations indicate that compared with perceived organizational external prestige, perceived TMT external prestige had a greater effect on collective team identification, which, in turn, resulted in TMT behavioral integration. The theoretical implications regarding the antecedents of TMT behavioral integration in small-sized organizations are discussed.