Drawing on a dual perspective of team interaction and cognitive sharing, and integrating team reflexivity theory, this study systematically reviews the relevant literature and offers a refined conceptualization of top management teams (TMTs) within a unified senior echelon framework. Based on this foundation, we propose theoretical hypotheses and construct a research model. Empirical analysis of 642 valid samples from 102 technology innovation firms reveals that TMT interaction exerts a significant positive effect on innovation decision-making performance. Moreover, TMT cognitive sharing partially mediates this positive relationship. In addition, TMT reflexivity plays a partial moderating role between TMT interaction and innovation decision-making performance, operating through the mediating effect of TMT cognitive sharing. Accordingly, technology innovation firms are encouraged to actively foster TMT interaction, promote cognitive sharing through multiple complementary approaches, and conduct regular TMT reflexivity activities to enhance innovation decision-making outcomes.

Runqing Li, Chenli Meng. The Impact of TMT Interaction and Cognitive Sharing on Innovation Decision Performance in Technological Innovation Enterprises: A Mediated Moderation Effect Based on Team Reflexivity. Academic Journal of Business & Management (2026), Vol. 8, Issue 5: 33-43. https://doi.org/10.25236/AJBM.2026.080505.

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