Turnover at the Top: Tenure Dissimilarity as a Determinant of Executive Turnover in China

Recent heterogenization in Chinese top management teams has triggered intense interest in both antecedents and consequences of team diversity. The current study explored the relationship between individual tenure dissimilarity and executive turnover in the background of Chinese traditional socio-culture and institutional changes. Results indicated that individual dissimilarity in tenure was a solid predictor of executive turnover. Furthermore, our test of moderating effects showed that the more market-oriented a firm behaved in executive selection, the more significant the effects of individual tenure dissimilarity on executive turnover would be. The study highlights tenure dissimilarity in explaining executive turnover in Chinese settings.