Author(s): Qin Miao
Since Hambrick and Mason proposed the upper echelons theory in 1984, many scholars have conducted relevant studies from different perspectives and found that different types of heterogeneity in top management teams have different effects on corporate performance. In this paper, by combing the research results on the impact of top management team (TMT) heterogeneity on corporate performance in China from 2001 to the present, we find that scholars no longer dwell on the awkward and contradictory views of the theories of socialization (the two have a negative relationship) and information decision theory (the two have a positive relationship), but have formed a new consensus that TMT heterogeneity exists objectively, and the positive or negative impact on firm performance is not invariable, but will have different effects under different conditions, and it should be made best use of to promote corporate development; since the relationship between TMT heterogeneity and corporate performance may be impacted by some other factors, it is more valuable to study the indirect relationship between the two; the relevant research results present Chinese cultural characteristics; the analysis of future research directions is also of reference value for the construction of corporate top management teams and the enhancement of internationalization level.