Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

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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.


  1. K. T. Haynes, M. A. Hitt, & J. T. Campbell,
    2015, The dark side of leadership: Toward
    a mid-range theory of hubris and greed
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    Y. Tang, 2010, CEO hubris and firm risk
    taking in China: The moderating role
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    Journal, 25: 637–653.

  2. A. Y. Ou, A. S Tsui, A. J. Kinicki,
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    harder they fall, the faster they rise:
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    1528–1540.

  3. A. Carmeli, A. Tishler, & A. C. Edmondson,
    2012, CEO relational leadership and
    strategic decision quality in top
    management teams: The role of team
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    B. M. M. Maestro, 2010, Polychronicity
    in top management teams: The impact
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    Strategic Management Journal, 31: 652–678.

  4. 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.

  5. 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.

  6. 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.

  7. 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;


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2006, Empowering leadership in
management teams: Effects on knowledge
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K. A. Smith, & P. Flood, 1999, Top
management team diversity, group
process, and strategic consensus, Strategic
Management Journal, 20: 446–465.


  1. 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.

  2. 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.

  3. S. Finkelstein, D. C. Hambrick, &
    A. A. Cannella, Jr., 2008, Strategic Leadership:
    Top Executives and Their Effects on
    Organizations, NY: Oxford University Press.

  4. 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.

  5. 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.

  6. 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.

  7. 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
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    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,

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