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Given the mixed evidence that having both women and men in the top management team (TMT) or in the board of directors (BOD) has a significant influence on organizational innovation, we resolve this issue by conceptualizing TMT–BOD gender diversity as part of a multiteam system, that has joint effects which impact organizational innovation. Evidence from the study of both Chinese firms and UK firms confirm our conceptualization by showing an interaction effect between TMT gender diversity and BOD gender diversity such that innovation is greatest when both are high. The positive TMT–BOD gender diversity interaction effect on innovation improves subsequent firm performance particularly in dynamic environments. The findings refine current thinking by going beyond research that tests intra‐team TMT or BOD diversity independently and instead considers inter‐team diversity across both leadership teams within the strategic leadership upper echelons. In sum, findings show that high levels of TMT and BOD gender diversity result in more organizational innovation, which ultimately improves firm performance. We offer implications for women's inclusion in leadership as well as for research on the upper echelons. [ABSTRACT FROM AUTHOR]

Effective coordination of multiteam systems (MTSs) can help enterprises respond quickly to complex and uncertain problems under disasters. However, it is unclear how MTS coordination patterns dynamically affect MTS performance in disasters. This study examined how MTSs responded to an emergency production incident at the Zhejiang Huisong Pharmaceutical Company in China during the COVID-19 pandemic through a qualitative and quantitative study. Based on social network theory, we found that a centralized coordination pattern impacts MTS performance by giving play to the leadership team's network centrality position advantage during the crisis outbreak period. In the post-crisis period, the decentralized coordination pattern impacts MTS performance by giving play to the advantages of horizontal coordination. Our results help managers to consider the dynamics of coordination patterns in crisis management in ways that assist them in adapting an effective coordination pattern to changing and uncertain operational conditions. [ABSTRACT FROM AUTHOR]