The ability of Top Management Teams (TMTs) to reflect critically on their own actions represents an important element of effective TMT decision making and governance effectiveness. This paper therefore examines how the TMT-board interface internal to the organization, as well as the TMT interface with the external supervisory authority, shape TMT reflexivity. Drawing from governance and psychological theories, we posit that cognitive conflict at the TMT-board interface can escalate by increasing levels of affective TMT-board conflict, and hereby, harm TMT reflexivity if not managed well. This proposition was tested in a multisource team-level data set collected in the field among TMTs (N = 111 TMT members) and their supervisory boards (N = 152 board members) of 56 Dutch insurance companies. The findings demonstrate that the link between cognitive and affective TMT-board conflict is mitigated by board membership influx. Yet in cases where conflict escalation does occur, its subsequent impact on TMT reflexivity hinges on the degree to which an external supervisory authority monitored TMT actions. The results illustrate that TMT decision making processes can be effectively influenced by internal and external TMT-governance interfaces, yet at different conflict stages, and through different governance actions.

最高管理团队 (TMT) 对自身行为进行批判性反思的能力是有效 TMT 决策和治理有效性的重要因素。因此，本文研究了组织内部的 TMT 董事会接口以及 TMT 与外部监管机构的接口如何塑造 TMT 的自反性。根据治理和心理学理论，我们假设 TMT 董事会界面上的认知冲突可以通过增加情感性 TMT 董事会冲突水平而升级，因此，如果管理不当，会损害 TMT 的反思性。这一命题在 TMT（N = 111 名 TMT 成员）及其监事会（N = 152 名董事会成员）的 56 家荷兰保险公司在现场收集的多源团队级数据集中进行了测试。研究结果表明，董事会成员的涌入减轻了认知和情感 TMT 董事会冲突之间的联系。然而，在冲突升级的情况下，其对 TMT 反思性的后续影响取决于外部监管机构对 TMT 行动的监控程度。结果表明，TMT 决策过程可以受到内部和外部 TMT 治理界面的有效影响，但处于不同的冲突阶段，并通过不同的治理行动。