Now showing items 1-6 of 6
Misfit and milestones: structural elaboration and capability reinforcement in the evolution of entrepreneurial top management teams
(Academy of Management, 2016-08)
We examine how "top management team (TMT) misfit," or discrepancies between the TMT's functional roles and the qualifications of the managers who fill those roles, affects the evolution of TMT composition and structure in ...
Missing the point of the practice-based view
(Sage Publications, Ltd., 2016-08)
In this article, we address Jarzabkowski et al.’s strategy-as-practice criticism of Bromiley and Rau’s practice-based view as ignoring the “who” and “how” of practice implementation. Bromiley and Rau explicitly note that ...
Social, behavioral, and cognitive influences on upper echelons during strategy process
(Sage Publications, Inc., 2016-01)
This study reviews research on the social, behavioral, and cognitive influences on CEOs, top management teams (TMTs), and the CEO-TMT interface during strategic decision making. We identify the key issues examined in this ...
A better way of managing major risks
(IESE Business School, 2016)
The article focuses on important distinction between enterprise risk management and strategic risk management and regarding the role of board directors in the risk management. It mentions that different way to identify and ...
My family made me do it: A cross-domain, self-regulatory perspective on antecedents to abusive supervision
(Academy of Management Journal, 2016-10)
Linking abusive supervision to employee engagement and exhaustion
(Organization Management Journal, 2016)
This research extends the differentiated job demands-resource model by integrating the main propositions of the transactional theory of stress to examine how cognitive appraisal processes link employee perceptions of abusive ...