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The Study of Top Executives | |
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The Essence of Strategic Leadership | |
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Academic Attention to Executives: A Historical View | |
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The Scope of Strategic Leadership | |
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Chief Executive Officers | |
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Business Unit Heads | |
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Top Management Teams | |
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Boards of Directors | |
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Additional Matters of Scope | |
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Overview of the Book | |
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Do Top Executives Matter? | |
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What Do Top Executives Do? | |
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Basic Dimensions of the Job | |
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Do Managers Matter? A Doubtful View | |
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Do Managers Matter? A Positive View | |
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Problems with Lieberson and O'Connor's Study | |
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Evidence of Executive Effects | |
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Managerial Discretion | |
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Environmental Sources | |
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Organizational Sources | |
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Individual Sources | |
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Effects of Discretion | |
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Executive Job Demands | |
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The Managerial Mystique | |
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Conclusion | |
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How Individual Differences Affect Executive Action | |
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A Model of Human Limits on Strategic Choice | |
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The Filtering Process | |
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Executive Orientation: An Overview | |
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Psychological Characteristics as Bases for Executive Action | |
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Executive Values | |
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Cognitive Model | |
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Executive Personality | |
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Positive Self-Regard | |
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Conclusion | |
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Executive Experiences and Organizational Outcomes | |
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Executive Tenure | |
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Tenure and Executive Psychology | |
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Tenure and Organizational Strategy | |
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Tenure and Performance | |
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Functional Background | |
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Functional Experiences and Executive Perceptions | |
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Links to Strategy and Performance | |
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Future Research on Functional Experiences | |
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Formal Education | |
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International Experience | |
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Future Directions | |
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Promising Avenues of Research | |
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A Still-Untapped Perspective: The Factors Affecting the Predictive Strength of Executive Characteristics | |
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Which Traits? | |
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Which Behaviors? | |
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Which People? | |
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Which Situations? | |
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Conclusion | |
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Top Management Teams | |
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The Conceptual Elements of Top Management Teams | |
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How the Conceptual Elements of TMTs Are Related | |
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Teams versus Groups | |
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Who Is in the Top Group? | |
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Power Dynamics at the Top | |
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Interactions within TMTs | |
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The CEO and Team Process | |
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Determinants of TMT Characteristics | |
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Environment | |
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Organization | |
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CEO | |
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Consequences of TMTs' Interaction | |
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Consequences of TMTs on Strategic Decision Making | |
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Consequences of TMTs on Strategy | |
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Consequences of TMTs on Firm Performance | |
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Conclusion | |
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Changes at the Top: The Antecedents of Executive Turnover and Succession | |
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Will Succession Occur? Determinants of Top Executive Departure | |
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Organizational Performance | |
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Agency Conditions | |
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Other Organizational Characteristics | |
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Environment | |
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Predecessor (Incumbent) Characteristics | |
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What Will Be the Dynamics of the Succession Process? | |
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Types of Successions | |
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Influence of the Incumbent versus the Board | |
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Who Will Be Selected? | |
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Insider versus Outsider Selection | |
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The Broader Case of Continuity versus Change | |
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Conclusion | |
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Changes at the Top: The Consequences of Executive Turnover and Succession | |
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What Are the Consequences of Succession? | |
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The New Executive's Behaviors and Organizational Change | |
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Implications for Organizational Performance | |
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Executive Turnover: Beyond the CEO | |
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Other Interesting Issues for Succession | |
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Conclusion | |
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Understanding Board Structure, Composition, and Vigilance | |
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Determinants of Board Structure and Composition | |
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What Do We Mean by Board Structure and Composition? | |
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Critical Contingencies | |
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Institutional Forces | |
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Agency Conditions | |
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Determinants of Board Vigilance | |
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Board Vigilance in Monitoring and Disciplining Top Management | |
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Competition versus Cooperation in Board-CEO Relations | |
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Conclusion | |
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The Consequences of Board Involvement and Vigilance | |
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Board Involvement in Strategy Formation | |
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Contextual Conditions Predicting Board Strategic Involvement | |
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Boards and Firm Performance | |
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Board Effects on Strategy | |
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Boards as Supra-Top Management Teams | |
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Board Monitoring and Disciplinary Behavior | |
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Boards and Executive Compensation | |
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Boards and Monitoring Behaviors | |
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Conclusion | |
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The Determinants of Executive Compensation | |
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Organizing Dimensions for a Framework of Executive Compensation | |
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Direction of Causality | |
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Theoretical Perspectives | |
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Unit of Analysis | |
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Economic Explanations for Executive Compensation | |
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Research from the Managerialist and Neoclassical Traditions | |
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Moderators of the Pay-Performance Relationship | |
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Human Capital | |
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Marginal Product and the Managerial Labor Market | |
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Social Explanations for Executive Compensation | |
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Ismorphism of Executive Compensation | |
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Social Comparison Processes in the Setting of Executive Pay | |
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Social Capital | |
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Political Explanations for Executive Compensation | |
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Compensation for Business Unit General Managers: Determinants and Consequences | |
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GM Compensation versus CEO Compensation | |
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The Determinants of GM Compensation | |
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The Consequences of GM Compensation | |
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Conclusion | |
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Executive Compensation: Consequences and Distributions | |
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Consequences of Executive Compensation | |
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Economic Explanations for the Consequences of Executive Compensation | |
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Behavioral Agency Theory | |
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Social Explanations for the Consequences of Executive Compensation | |
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Political Explanations for the Consequences of Executive Compensation | |
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Distribution of Compensation within Top Management Teams | |
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Pay Differential between CEOs and Other Executives in the Firm | |
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Pay Dispersion within Top Management Teams | |
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TMT and CEO Compensation Patterns | |
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Conclusion | |
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Notes | |
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References | |
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Index | |