hambrick and mason (1984) upper echelons theory
This paper presents case study evidence on the changes in the relations between chief executive officers (CEOs) of large firms and shareholders in the last three decades of the 20th century. developing a parsimonious framework for understanding executive motives in terms of the Stemming from Charles Darwin’s seminal work The Origin of Species (1859), this standing track in the Research Methods and Research Practice SIG seeks to contribute to the lively discussion about the possibility and opportunity to develop evolutionary thinking within management research.
Mason, Phyllis A. and Hambrick, Donald C., Upper Echelons: The Organization as a Reflection of its Top Managers (1984).
DOES FEMALE DIRECTOR MODERATES THE RELATIONSHIP BETWEEN CEO OVERCONFIDENCE AND FINANCING-MIX DECISION? 1987. Despite the proliferation of research regarding the CEO, we find that the literature as a whole is fragmented. Beyond the primary focus on TMT composition, upper echelons researchers also have shown an interest in TMT processes.
Peteraf, M.A. 2003). Thus, this study aims to fill the gaps by examining the impacts of a CEO's overconfidence on financing decisions in Sharīʿah-compliant firms (SCFs) listed on the Bursa Malaysia.
Practical implications: Improved investment analyses, in particular. For each era, two exemplar CEO-profiles are presented and – through inductive-reasoning – held out as representative. The study confirms that the relationship between CEO narcissism and firm performance is curvilinear, meaning that narcissism can positively impact firm performance to a point, but may become counter-productive or ineffective beyond that. 22.214.171.124. Since the birth of the bounded rationality concept, scholars have been increasingly involved in identifying how management decisions are made; identifying the role played by affect has been a crucial part of the mission. This is the first work that offers an overall historical evolution of the bounded rationality concept which considers both management research and developments in related fields. Hambrick and Mason's (1984) Upper Echelon Theory explains the benefits of diversity in leadership positions.
Lieberson, S., and J.F. We introduce multiple refinements to the standard method for assessing CEO effects on performance, variance partitioning methodology, more accurately contextualizing CEOs' contributions. The theoretical implications suggest that the creation and development of these innovative firms are the result of effective multi-level co-evolutionary adaptations, adding new elements to the existing literature on innovation in tourism. This research approach helps to explain the evolution of a widespread concept in a scientific field and, particularly, to identify the parallel influencing advancements made in related domains. Research limitations/implications
The framework proposes that the perceived certainty (or not) about the potential outcome for the well-being, coming from the occurrence of meaningful coincidences, elicits a set of positive (or negative) affective states. The Upper Echelon Theory was presented by Donald and Mason in 1984.
University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship, The Pennsylvania State University - Smeal College of Business, This analysis considers the impact of the top managers in an organization on the organization's outcomes, specifically strategic choices and performance levels.
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. The study establishes and defends, a priori, principles for interrogating data to get a sense of each wave-era’s corporate personality/idiosyncrasy.
Hambrick, D.C., and P. Mason. Similarly, the intellectual capital also has a direct and positive impact on financial output in the telecommunication sector.
Thus, according to the theory, organizations become reflections of their top executives. This entry was originally published on Palgrave Connect under ISBN 978-1-137-49190-9. Our findings also reveal a number of discursive attributional tendencies, and thus, warn of the cognitive and politically motivated biases that are likely to characterize management literature. In that work the authors articulated a model in which top executives play a pivotal role in shaping major organizational outcomes. The paper offers complementary interventions. We also examine the relationship between attention structure and divisional interdependencies, identifying conditions under which different attentional patterns generate organizational tensions that lead to architectural elaboration: the delineation of new organizational units. Effective internal governance is always associated with the mitigating the agency problem arise between CEOs and shareholders of the firms.
The upper echelons revisited: Antecedents, elements, and consequences of top management team composition.
This framework proposes the interpretation of meaningful coincidences not only as the output of a number of information processing biases, but also as inputs, through the elicited affect heuristic, for the occurrence of other cognitive errors that drive management decisions. When coupled with other findings as to the effects of TMT composition on strategy and performance, these process-focused studies have helped to demonstrate how and why TMTs matter to organizational outcomes. Thus, according to the theory, organizations become reflections of their top executives. with the accumulated research spanning multiple social science disciplines. In this regard, scholars should commit themselves to build a more holistic approach to the investigation of human rationality, conjointly applying sociobiological and behavioural perspectives to explain the real behaviour of people in organizations and society. At the level of the brain, neuroscientists have identified three varieties of attention: selective attention, executive attention, and vigilance. The central premise of upper echelons theory is that executives' experiences, values, and personalities greatly influence their interpretations of the situations they face and, in turn, affect their choices.
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