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dc.contributor.authorBromiley, Philipen_US
dc.contributor.authorRau, Devakien_US
dc.date.accessioned2016-10-31T17:28:26Z
dc.date.available2016-10-31T17:28:26Z
dc.date.issued2016-01
dc.identifier.citationBromiley, P., & Rau, D. (2016). Social, behavioral, and cognitive influences on upper echelons during strategy process: A literature review. Journal of Management, 42: 174-202en_US
dc.identifier.issn0149-2063
dc.identifier.other10.1177/0149206315617240
dc.identifier.urihttp://commons.lib.niu.edu/handle/10843/16863
dc.description.abstractThis 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 research over the past 10 years and relate developments in the field to previous knowledge in this area. We also attempt to identify what constitutes an established body of knowledge in the field and, therefore, areas that need additional examination. Our review indicates that while there has been an explosion of research on the influence of CEO personality and TMT social processes on strategy process, much remains to be done in terms of examining CEO and TMT cognition, particularly at the level of the CEO-TMT interface.en_US
dc.language.isoen_USen_US
dc.publisherSage Publications, Inc.en_US
dc.subjectindustrial managementen_US
dc.subjectteams in the workplaceen_US
dc.subjectstrategic planningen_US
dc.subjectcognitive abilityen_US
dc.subjectsocial processesen_US
dc.titleSocial, behavioral, and cognitive influences on upper echelons during strategy processen_US
dc.type.genreArticleen_US
dc.typeTexten_US
dc.contributor.departmentDepartment of Managementen_US


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