Abstract
Donald Hambrick has been at the forefront of research on strategic leadership for decades. Several times over the years his published work has helped set a research agenda for others, and his own work and his work with his doctoral students has been highly influential in understanding such key elements of organizational life as top management teams, corporate governance, executive decision-making and executive compensation. This article provides a brief overview of this impact.
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Selected Works
1984 (with P. Mason). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review 9, 193–206.
1987 (with S. Finkelstein). Managerial discretion: A bridge between polar views of organizational outcomes. In Research in Organizational Behavior (vol. 9), ed. L. L. Cummings and B. Staw. Greenwich, CT: JAI Press.
1991 (with G. Fukutomi). The seasons of a CEO’s tenure. Academy of Management Review 16, 719–742.
2005. Upper echelons theory: Origins, twists and turns, and lessons learned. In Great Minds in Management, ed. K. G. Smith and M. A. Hitt. Oxford: Oxford University Press.
2005 (with S. Finkelstein and A. Mooney). Executive job demands: New insights for explaining strategic decisions and leader behaviors. Academy of Management Review 30, 472–491.
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Finkelstein, S. (2016). Hambrick, Donald C. (Born 1946). In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_634-1
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DOI: https://doi.org/10.1057/978-1-349-94848-2_634-1
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Publisher Name: Palgrave Macmillan, London
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