The handbook of research on top management teams

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書誌事項

The handbook of research on top management teams

edited by Mason A. Carpenter

E. Elgar, c2011

  • : cased
  • : [pbk.]

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

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.

目次

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

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