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The Handbook of Research on Top Management Teams
This Handbook presents original research and theory on executives, top management teams, and boards of directors and illustrates the vital importance of this field of study.
More Information
Contributors
Contents
More Information
This Handbook presents original research and theory on executives, top management teams, and boards of directors and illustrates the vital importance of this field of study.
Top management teams are responsible for the strategic choices and major decisions in organizations. These organizations are a reflection of the members that make up their strategic management. The roles top management play and the impact they have are clearly visible in firms around the world, both large and small. The international authors that comprise this volume address questions central to the field of strategy and strategic leadership. They review the determinants of top management team composition, their social networks, and executive dismissal; the psychological and personality profiles of top executives; the methodologies relevant to the study of top teams; and the roles of top executives in cross-business unit collaboration, competitive behavior, and strategic entrepreneurship. Each chapter presents path-breaking research and provides a roadmap for new research avenues and agendas.
Professors, students and researchers in the area of strategy, management and strategic leadership will find this book an invaluable resource.
Top management teams are responsible for the strategic choices and major decisions in organizations. These organizations are a reflection of the members that make up their strategic management. The roles top management play and the impact they have are clearly visible in firms around the world, both large and small. The international authors that comprise this volume address questions central to the field of strategy and strategic leadership. They review the determinants of top management team composition, their social networks, and executive dismissal; the psychological and personality profiles of top executives; the methodologies relevant to the study of top teams; and the roles of top executives in cross-business unit collaboration, competitive behavior, and strategic entrepreneurship. Each chapter presents path-breaking research and provides a roadmap for new research avenues and agendas.
Professors, students and researchers in the area of strategy, management and strategic leadership will find this book an invaluable resource.
Contributors
Contributors: A.C. Amason, T. Baker, J.B. Beck, C.M. Beckman, M.D. Burton, A.A. Cannella Jr., M.A. Carpenter, K.D. Clark, W.J. Ferrier, Y. Gong, S.D. Graffin, C. Heavey, M. Hughes-Morgan, M.N. Huvaj, C.D. Jones, G. Labianca, P.M. Lee, P.G. Maggitti, J.A. Martin, A.S. Miner, A.C. Mooney, J. O’Toole, S.J. Peterson, S. Prabhakar, W.G. Sanders, A. Sangster, Z. Simsek, A.D. Stajkovic, A. Tuschke, A. Ward, M.F. Wiersema, Y. Zhang, Z. Zhang
Contents
Contents:
Introduction
Mason A. Carpenter
PART I: DEFINITIONS OF TOP MANAGEMENT TEAMS
1. Alternate Configurations in Strategic Decision Making
Carla D. Jones and Albert A. Cannella Jr.
2. In Search of the CEO’s Inner Circle and How it is Formed
Ann C. Mooney and Allen C. Amason
3. Bringing Organizational Demography Back In: Time, Change, and Structure in Top Management Team Research
Christine M. Beckman and M. Diane Burton
PART II: PERSONALITIES AND PROFILES OF TOP EXECUTIVES
4. The Personality Profile of US Top Executives
Andrew Sangster
5. Charismatic Leadership, Social Networks, and Goal Setting Among US and Chinese Executives
Alexander D. Stajkovic, Mason A. Carpenter and Scott D. Graffin
6. Examining the Relationships between Top Management Team Psychological Characteristics, Transformational Leadership, and Business Unit Performance
Suzanne J. Peterson and Zhen Zhang
7. Top Management Team Confidence
Kevin D. Clark and Patrick G. Maggitti
PART III: TMT EXPERIENCE AND STRATEGY
8. How Does TMT Prior Experience Shape Strategy? A Routine-based Framework Based on Evidence from Founding Teams
Anne S. Miner, Yan Gong, Ted Baker and Jay O’Toole
9. Corporate Elite Career Experiences and Strategic Preferences: The Case of the Chinese Corporate Governance Reform
Wm. Gerard Sanders and Anja Tuschke
PART IV: HOW EXECUTIVE ACTIONS AFFECT STRATEGY, RIVALRY, AND ENTREPRENEURSHIP
10. A Practice Theory of Executive Leadership Groups: Dynamic Managerial Capabilities and the Multi-business Team
Jeffrey A. Martin
11. The Joint Effect of Top Management Team Heterogeneity and Competitive Behavior on Stock Returns and Risk
Margaret Hughes-Morgan, Walter J. Ferrier and Giuseppe (Joe) Labianca
12. Romeo, Juliet, and Shakespeare: Thematizing the Nexus of Strategic Leadership and Entrepreneurship
Zeki Simsek, Ciaran Heavey, Smriti Prabhakar and M. Nesij Huvaj
PART V: THE CONTEXT SURROUNDING CHANGES IN THE EXECUTIVE SUITE
13. The Scapegoating Premium: A Rational View of New CEO Compensation
Andrew Ward, Allen C. Amason, Peggy M. Lee and Scott D. Graffin
14. CEO Leadership: A Research Agenda
Yan (Anthea) Zhang
15. CEO Dismissal: The Role of the Broader Governance Context
Joseph B. Beck and Margarethe F. Wiersema
Index
Introduction
Mason A. Carpenter
PART I: DEFINITIONS OF TOP MANAGEMENT TEAMS
1. Alternate Configurations in Strategic Decision Making
Carla D. Jones and Albert A. Cannella Jr.
2. In Search of the CEO’s Inner Circle and How it is Formed
Ann C. Mooney and Allen C. Amason
3. Bringing Organizational Demography Back In: Time, Change, and Structure in Top Management Team Research
Christine M. Beckman and M. Diane Burton
PART II: PERSONALITIES AND PROFILES OF TOP EXECUTIVES
4. The Personality Profile of US Top Executives
Andrew Sangster
5. Charismatic Leadership, Social Networks, and Goal Setting Among US and Chinese Executives
Alexander D. Stajkovic, Mason A. Carpenter and Scott D. Graffin
6. Examining the Relationships between Top Management Team Psychological Characteristics, Transformational Leadership, and Business Unit Performance
Suzanne J. Peterson and Zhen Zhang
7. Top Management Team Confidence
Kevin D. Clark and Patrick G. Maggitti
PART III: TMT EXPERIENCE AND STRATEGY
8. How Does TMT Prior Experience Shape Strategy? A Routine-based Framework Based on Evidence from Founding Teams
Anne S. Miner, Yan Gong, Ted Baker and Jay O’Toole
9. Corporate Elite Career Experiences and Strategic Preferences: The Case of the Chinese Corporate Governance Reform
Wm. Gerard Sanders and Anja Tuschke
PART IV: HOW EXECUTIVE ACTIONS AFFECT STRATEGY, RIVALRY, AND ENTREPRENEURSHIP
10. A Practice Theory of Executive Leadership Groups: Dynamic Managerial Capabilities and the Multi-business Team
Jeffrey A. Martin
11. The Joint Effect of Top Management Team Heterogeneity and Competitive Behavior on Stock Returns and Risk
Margaret Hughes-Morgan, Walter J. Ferrier and Giuseppe (Joe) Labianca
12. Romeo, Juliet, and Shakespeare: Thematizing the Nexus of Strategic Leadership and Entrepreneurship
Zeki Simsek, Ciaran Heavey, Smriti Prabhakar and M. Nesij Huvaj
PART V: THE CONTEXT SURROUNDING CHANGES IN THE EXECUTIVE SUITE
13. The Scapegoating Premium: A Rational View of New CEO Compensation
Andrew Ward, Allen C. Amason, Peggy M. Lee and Scott D. Graffin
14. CEO Leadership: A Research Agenda
Yan (Anthea) Zhang
15. CEO Dismissal: The Role of the Broader Governance Context
Joseph B. Beck and Margarethe F. Wiersema
Index
