410 Part 3: Strategic Actions: Strategy Implementation
F. A. J. Van Den Bosch, & H. W. Volberda,
2012, Offshoring and firm innovation: The
moderating role of top management team
attributes, Strategic Management Journal,
33: 1480–1498.
- K. T. Haynes, M. A. Hitt, & J. T. Campbell,
2015, The dark side of leadership: Toward
a mid-range theory of hubris and greed
in entrepreneurial contexts, Journal of
Management Studies, 52: 479–505; J. Li &
Y. Tang, 2010, CEO hubris and firm risk
taking in China: The moderating role
of managerial discretion, Academy
of Management Journal, 53: 45–68;
M. L. A. Hayward, V. P. Rindova, &
T. G. Pollock, 2004, Believing one’s own
press: The causes and consequences of
CEO celebrity, Strategic Management
Journal, 25: 637–653. - A. Y. Ou, A. S Tsui, A. J. Kinicki,
D. A. Waldman, Z. Xiao, & L. J. Song,
2014, Humble chief executive officers’
connections to top management team
integration and middle manager response,
Administrative Science Quarterly, 59:
34–72; P. J. C. Patel & D. Cooper, 2014, The
harder they fall, the faster they rise:
Approach avoidance focus in Narcissistic
CEOs, Strategic Management Journal, 35:
1528–1540. - A. Carmeli, A. Tishler, & A. C. Edmondson,
2012, CEO relational leadership and
strategic decision quality in top
management teams: The role of team
trust and learning from failure, Strategic
Organization, 10: 31–54; V. Souitaris &
B. M. M. Maestro, 2010, Polychronicity
in top management teams: The impact
on strategic decision processes and
performance in new technology ventures,
Strategic Management Journal, 31: 652–678. - D. C. Hambrick, S. E. Humphrey, & A. Gupta,
2015, Structural interdependence, within
top management teams: A key moderator
of upper echelon predictions, Strategic
Management Journal, 36: 449–461. - O. Levy, S. Taylor, N. A. Boyacigiller,
T. E. Bodner, M. A. Peiperl, & S. Beechler,
2015, Perceived senior leadership
opportunities in MNCs: The effect of
social hierarchy and capital, Journal of
International Business Studies, 46: 285–307. - R. Olie, A. van Iteraon, & Z. Simsek, 2012–13,
When do CEOs versus top management
teams matter in explaining strategic
decision-making processes? Toward an
institutional view of strategic leadership
effects, International Studies of Management
and Organization, 42(4): 86–105; Y. Ling &
F. W. Kellermans, 2010, The effects of family
firm specific sources of TMT diversity: The
moderating role of information exchange
frequency, Journal of Management Studies,
47: 322–344. - R. Klingebiel & A. De Meyer, 2013, Becoming
aware of the unknown: Decision making
during the implementation of a strategic
initiative, Organization Science, 24: 133–153;
A. Srivastava, K. M. Bartol, & E. A. Locke,
2006, Empowering leadership in
management teams: Effects on knowledge
sharing, efficacy, and performance,^
Academy of Management Journal, 49:
1239–1251; D. Knight, C. L. Pearce,
K. G. Smith, J. D. Olian, H. P. Sims,
K. A. Smith, & P. Flood, 1999, Top
management team diversity, group
process, and strategic consensus, Strategic
Management Journal, 20: 446–465.
- A. Nadolska & H. G. Barkema, 2014, Good
learners: How top management teams
affect the success and frequency of
acquisitions, Strategic Management Journal,
35: 1483–1507. - T. Buyl, C. Boone, W. Hendricks, &
P. Matthyssens, 2011, Top management
team functional diversity and firm
performance: The moderating role of CEO
characteristics, Journal of Management
Studies, 48: 151–177; B. J. Olson, S. Parayitam, &
Y. Bao, 2007, Strategic decision making:
The effects of cognitive diversity, conflict,
and trust on decision outcomes, Journal of
Management, 33: 196–222. - S. Finkelstein, D. C. Hambrick, &
A. A. Cannella, Jr., 2008, Strategic Leadership:
Top Executives and Their Effects on
Organizations, NY: Oxford University Press. - A Minichilli, G. Corbetta, & I. C. Macmillan,
2010, Top management teams in family-
controlled companies: ‘Familiness’,
‘faultlines’, and their impact on financial
performance, Journal of Management
Studies, 47: 205–222; J. J. Marcel, 2009, Why
top management team characteristics
matter when employing a chief
operating officer: A strategic contingency
perspective, Strategic Management Journal,
30: 647–658. - T. Buyl, C. Boone, & W. Hendriks, 2014, Top
management team members’ decision
influence and cooperative behavior:
An empirical study in the information
technology industry, British Journal of
Management, 25: 285–304; Z. Simsek,
J. F. Veiga, M. L. Lubatkin, & R. H. Dino, 2005,
Modeling the multilevel determinants
of top management team behavioral
integration, Academy of Management
Journal, 48: 69–84. - A. A. Cannella, J. H. Park, & H. U. Lee,
2008, Top management team functional
background diversity and firm
performance: Examining the roles of team
member collocation and environmental
uncertainty, Academy of Management
Journal, 51: 768–784. - J. W. Ridge, F. Aime, & M. A. White, 2015,
When much more of a difference makes
a difference: Social comparison and
tournaments in the CEO’s top team,
Strategic Management Journal, 36: 618–636;
A. S. Cui, R. J. Calantone, & D. A. Griffith,
2011, Strategic change and termination
of interfirm partnerships, Strategic
Management Journal, 32: 402–423.
39. P. Herrmann & S. Nadkarni, 2014, Managing
strategic change: The duality of CEO
personality, Strategic Management Journal,
35: 1318–1342; A. E. Colbert, M. R. Barrick, &^
B. H. Bradley, 2014, Personality and
leadership composition in top
management teams: Implications for
organizational effectiveness, Personnel
Psychology, 67: 351–387.
40. C. Shalley, M. A. Hitt, & J. Zhou, 2015,
Integrating creativity, innovation and
entrepreneurship to successfully navigate
in the new competitive landscape, in
C. Shalley, M. A. Hitt, & J. Zhou (eds.)
Handbook of Creativity, Innovation and
Entrepreneurship, NY: Oxford University
Press, pp. 1–14; K. Liu, J. Li, W. Hesterly, &
A. A. Cannella, Jr., 2012, Top management
team tenure and technological inventions
at post-IPO biotechnology firms, Journal of
Business Research, 65: 1349–1356.
41. J. Tian, J. Haleblian, & N. Rajagopalan, 2011,
The effects of board human and social
capital on investor reactions to new CEO
selection, Strategic Management Journal,
32: 731–747; Y. Zhang & N. Rajagopalan,
2003, Explaining the new CEO origin: Firm
versus industry antecedents, Academy of
Management Journal, 46: 327–338.
42. X. Luo, V. K. Kanuri, & M. Andrews, 2014,
How does CEO tenure matter? The
mediating role of firm-employee and
firm-customer relationships, Strategic
Management Journal, 35: 492–511.
43. P. Y. T. Sun & M. H. Anderson, 2012, Civic
capacity: Building on transformational
leadership to explain successful integrative
public leadership, The Leadership Quarterly,
23: 309–323; I. Barreto, 2010, Dynamic
capabilities: A review of the past research
and an agenda for the future, Journal of
Management, 36: 256–280.
44. D. H. Zhu & G. Chen, 2015, CEO narcissism
and the impact of prior board experience
on firm strategy, Administrative Science
Quarterly, 60: 31–65; M. L. McDonald &
J. D. Westphal, 2010, A little help here?
Board control, CEO identification with the
corporate elite, and strategic help provided
to CEOs at other firms, Academy of
Management Journal, 53: 343–370; L. Tihanyi,
R. A. Johnson, R. E. Hoskisson, & M. A. Hitt,
2003, Institutional ownership and
international diversification: The effects
of boards of directors and technological
opportunity, Academy of Management
Journal, 46: 195–211.
45. K. B. Lewellyn & M. I. Muller-Kahle, 2012,
CEO power and risk taking: Evidence from
the subprime lending industry, Corporate
Governance: An International Review, 20:
289–307; S. Wu, X. Quan, & L. Xu, 2011, CEO
power, disclosure quality and the variability
in firm performance, Nankai Business
Review International, 2: 79–97.
46. J. Joseph, W. Ocasio, & M.-H. McDonnell,
2014, The structural elaboration of
board independence: Executive power,