The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition
Abstract
This study reviews recent research building on Hambrick and Mason’s [Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9: 193–206] upper echelons (UE) perspective with the aim of identifying challenges and opportunities for future UE-based organizations research. Our review highlights a number of central facets of the UE perspective: It is at once a theoretical framework predicting that organizations will be a reflection of their top management teams and a methodology that relies on executive demography as a measurement proxy for underlying individual and group cognitions and behaviors. In proposing new research directions, we challenge organizations researchers to (1) reconsider the universality of the top management team (TMT) construct, (2) carefully explore the practical and theoretical meaning of TMT demographic characteristics vis-à-vis the deeper constructs they are presumed to proxy, (3) integrate other determinants of managerial cognition and behavior into UE theorizing, and (4) revisit the roles of causality and intertemporal dynamics among the antecedents, consequences, and composition of top management teams.
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Citations
Cites
MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK.
Peng, M. W., & Luo, Y. (2000) · Academy of Management Journal · doi:10.2307/1556406 · Cited by 2,861
Eisenhardt, K. M., & Schoonhoven, C. B. (1996) · Organization Science · doi:10.1287/orsc.7.2.136 · Cited by 2,672 · cited 3×
“Thus,Eisenhardt and Schoonhoven (1996)were among the first to document a relationship between social aspects of executive demography and firm strategy.”
BackgroundTop executive commitment to the status quo: Some tests of its determinants
Hambrick, D. C., Geletkanycz, M. A., & Fredrickson, J. W. (1993) · Strategic Management Journal · doi:10.1002/smj.4250140602 · Cited by 1,058
Self-citationConflict and Strategic Choice: How Top Management Teams Disagree
Eisenhardt, K. M., Kahwajy, J. L., & Bourgeois, L. J. (1997) · California Management Review · doi:10.2307/41165886 · Cited by 370
Cited by
Upper Echelons Theory: An Update
Hambrick, D. C. (2007) · Academy of Management Review · doi:10.5465/amr.2007.24345254 · Cited by 4,911
Chatterjee, A., & Hambrick, D. C. (2007) · Administrative Science Quarterly · doi:10.2189/asqu.52.3.351 · Cited by 2,074
The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review
Joshi, A., & Roh, H. (2009) · Academy of Management Journal · doi:10.5465/amj.2009.41331491 · Cited by 1,362
Corporate social responsibility or CEO narcissism? CSR motivations and organizational performance
Petrenko, O. V., Aime, F., Ridge, J., & Hill, A. (2016) · Strategic Management Journal · doi:10.1002/smj.2348 · Cited by 991
Bell, S. T., Villado, A. J., Lukasik, M. A., Belau, L., & Briggs, A. L. (2011) · Journal of Management · doi:10.1177/0149206310365001 · Cited by 907
Metadata
- Authors
- Carpenter, M. A., Geletkanycz, M. A., & Sanders, W. G.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2004-12
- Volume
- 30
- Issue
- 6
- Pages
- 749-778
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2148049298
- Cited by
- 2,248
- References
- 4
- FWCI
- 25.71
- Type
- journal article
- Language
- en
- Open access
- closed
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- Carpenter, M. A., Geletkanycz, M. A., & Sanders, W. G. (2004). Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition. Journal of Management. https://doi.org/10.1016/j.jm.2004.06.001
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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