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Based on ”upper echelons theory”, this paper investigates the relation between top management team composition and BPD performance. For top management team characteristics, we employ age, level of education, background of education, gender, and functional background, while for measured the BPD performance we employ return on asset (ROA), return on equity (ROE), capital adequacy ratio (CAR), net interest margin (NIM), loan to deposit ratio (LDR), non-performing loan (NPL) and operation expenses to operation income (BOPO). The results show that all characteristics have positive significant influences on BPD performance.

Many Management (sub-)disciplines, from Organizational Behavior and Marketing to Accounting and Strategy, are interested in antecedents and consequences of individual attitudes and traits. A key aspect of personality profiles are explicit and implicit motives. Yet, Management scholars mainly focus on explicit motives, with limited attention to implicit motives. We argue that this state of affairs probably came into being because current Management researchers mainly rely on implicit motive measures that are either difficult to apply or to develop, hampering researchers from applying implicit motive measures. To overcome the downsides of available instruments, we develop a Brief Implicit Association Test (BIAT) as an efficient, reliable and valid measure of implicit motives, particularly the needs for achievement, affiliation and power. To explore our BIAT's predictive validity, we apply this measure to a specific research domain within Management: Entrepreneurship. We examine implicit motives' association with entrepreneurial self-efficacy, business founding, and financial profitability. Our results show that the introduction of implicit motives can unlock stranded discussions in this research domain. Overall, we argue that implicit motives can help to push the boundaries of the study of deep-level attributes in a wide range of organizational and managerial settings.

Based on ”upper echelons theory”, this paper investigates the relation between top management team composition and BPD performance. For top management team characteristics, we employ age, level of education, background of education, gender, and functional background, while for measured the BPD performance we employ return on asset (ROA), return on equity (ROE), capital adequacy ratio (CAR), net interest margin (NIM), loan to deposit ratio (LDR), non-performing loan (NPL) and operation expenses to operation income (BOPO). The results show that all characteristics have positive significant influences on BPD performance.Keywords: Top Management Team,BPD Performance, Upper Echelons Theory

Background: Cardiac resynchronization therapy (CRT) is indicated for patients with heart failure with reduced left ventricular ejection fraction (LVEF) and chronic right ventricular (RV) pacing burden ≥40% (pacing-induced cardiomyopathy, PICM). It is uncertain whether baseline RV pacing burden impacts response to CRT., Methods: We conducted a retrospective study of all CRT upgrades for PICM at our hospital from January 2017 to December 2018. Univariate and multivariable-adjusted changes in LVEF, and echocardiographic response (≥10% improvement in LVEF) at 3-12 months post-CRT upgrade were compared in those with RV pacing burden ≥90% versus <90%., Results: We included 75 patients (age 74 ± 11 years, 71% male) who underwent CRT upgrade for PICM. The baseline RV pacing burden was ≥90% in 56 patients (median 99% [IQR 98%-99%]), and <90% in 19 patients (median 79% [IQR 73%-87%]). Improvement in LVEF was greater in those with baseline RV pacing burden ≥90% versus <90% (15.7 ± 9.3% vs. 7.5 ± 9.6%, p = .003). Baseline RV pacing burden ≥90% was a strong predictor of an improvement in LVEF ≥10% after CRT upgrade both in univariate and multivariate-adjusted models (p = .005 and .02, respectively)., Conclusion: A higher baseline RV pacing burden predicts a greater improvement in LVEF after CRT upgrade for PICM., (© 2024 Wiley Periodicals LLC.)