Abstract
Extending Hambrick's (1994) concept of behavorial integration, a meta-construct of top management team process, we theorized on the extent to which CEO-, team-, and firm-level determinants shape behavorial integration. Using survey data from 402 firms, we developed a reliable measure of the construct and found strong support for our structural model. Although determinants at each level explained some variance in behavorial integration, considering all three levels in concert explained the most variance.