Donald C. Hambrick

期刊论文

1. Donald C. Hambrick (2026). My Campaign to Influence How CEOs Lead Their Top Management Teams: A Partial Success Story. Academy of Management Perspectives.DOI
2. Sarosh Asad, Mariano L.M. Heyden, Lorenz Graf‐Vlachy, Elizabeth J. Altman, Donald C. Hambrick, Zeki Şimşek, Mary Tripsas (2026). Follow the technology or follow the leader? Radical innovation and strategic leadership at a crossroads. Research Policy.DOI
3. Jiyeon Kang, Donald C. Hambrick, Timothy J. Quigley, Joanna Tochman Campbell, John R. Busenbark (2026). The Field of Strategic Leadership: Origins, Evolution, and Future. Academy of Management Proceedings.DOI
4. Ying Shi, Craig D. Crossley, Donald C. Hambrick, Craig Crossland, Guoli Chen, Adam J. Wowak (2026). Then & Now: Upper Echelons Theory. Academy of Management Proceedings.DOI
5. Yasir Dewan, Abhinav Gupta, Donald C. Hambrick (2026). The Origins and Evolution of Red, Blue, and Purple Employee Populations: A Theory of How Organizations Become Ideologically Skewed. Academy of Management Review.DOI
6. Donald C. Hambrick, Adam J. Wowak (2025). On the absence of conservative sociopolitical activism by CEOs: Explanations and implications. Strategic Organization.DOI
7. Donald C. Hambrick, Eric Y. Lee (2025). A Model of CEO Succession Planning as a Risky Investment: Anticipated Costs, Uncertain Results, and Contingency Conditions. Organization Science, Vol. 360, No. 20.DOI
8. David G. Sirmon, Donald C. Hambrick, James D. Westphal, Michael C. Withers, Sam Garg, Brit McClellan (2025). Dependence Reimagined: Extending & Enriching Conceptualizations of Dependence in Boards Literature. Academy of Management Proceedings.DOI
9. Ying Shi, Donald C. Hambrick, Priyanka Dwivedi, Jeffrey B. Lovelace, Anthea Zhang, Jaeyoung Cho, Emily Michelle Eppard, Asghar Afshar Jahanshahi, Vilmos F. Misangyi, Abbie Griffith Oliver, Shi Tang, Junhyok Yim (2025). Novel Insights on the Impact of CEO Gender on Managerial Discretion. Academy of Management Proceedings.DOI
10. Thomas Fischer, Donald C. Hambrick, Gwendolin B. Sajons, Niels Van Quaquebeke (2023). Leadership science beyond questionnaires. Leadership Quarterly, Vol. 34, No. 6.DOI
11. Krishnan Nair, Trevor Spelman, Donald C. Hambrick, Maryam Kouchaki, Philip L. Roth, Mary‐Hunter McDonnell, Aparna Joshi (2023). Micro Meets Macro: Political Ideology, Partisanship, and Organizations. Academy of Management Proceedings.DOI
12. Muhan Zhang, Xina Li, Donald C. Hambrick, Anthea Zhang, Seung‐Hwan Jeong, Saehee Kang, Kris Byron, Abbie Griffith Oliver, Jeffrey B. Lovelace, Guoli Chen, Muhan Zhang (2023). Top Down and Bottom Up: Connecting Strategic Leadership and Employees. Academy of Management Proceedings.DOI
13. Emily Stecker Truelove, Donald C. Hambrick, Jennifer Louise Petriglieri, Timo Olavi Vuori, Saouré Kouamé, Emily Stecker Truelove (2023). Top Management Teams, Emotional Dynamics and Organizational Change: New Avenues for Research. Academy of Management Proceedings.DOI
14. Jeffrey B. Lovelace, Jonathan Bundy, Timothy G. Pollock, Donald C. Hambrick (2022). The push and pull of attaining ceo celebrity: A media routines perspective. Academy Of Management Journal, Vol. 65, No. 4.DOI
15. Adam J. Wowak, John R. Busenbark, Donald C. Hambrick (2022). How Do Employees React When Their CEO Speaks Out? Intra- and Extra-Firm Implications of CEO Sociopolitical Activism. Administrative Science Quarterly, Vol. 670, No. 20.DOI
16. Michelle K. Lee, Abhinav Gupta, Donald C. Hambrick (2022). The distinct effects of wealth- and csr-oriented shareholder unrest on ceo career outcomes: A new lens on settling up and executive job demands. Academy Of Management Journal, Vol. 65, No. 1.DOI
17. Jiyeon Kang, Georg Wernicke, Scott D. Graffin, Donald C. Hambrick, Corinne A. Post, Christine Shropshire (2022). Changes in the Boardroom: The Present and the Future. Academy of Management Proceedings.DOI
18. Aparna Joshi, Donald C. Hambrick, Jiyeon Kang (2021). The generativity mindsets of chief executive officers: A new perspective on succession outcomes. Academy Of Management Review, Vol. 46, No. 2.DOI
19. Donald C. Hambrick, Adam J. Wowak (2021). Ceo sociopolitical activism: A stakeholder alignment model. Academy Of Management Review, Vol. 46, No. 1.DOI
20. Jiyeon Kang, Donald C. Hambrick, Timothy J. Quigley (2021). Outsider CEOs Who Disappoint: Directors’ Ties, Familiarity Bias, and Flawed Hires. Academy of Management Proceedings.DOI
21. Michael A. Hitt, Irene M. Duhaime, Marjorie A. Lyles, Ruth V. Aguilera, Sam Garg, Donald C. Hambrick, James D. Westphal, Margarethe F. Wiersema (2021). Current State and Future of Strategic Leadership and Governance Theory and Practice. Academy of Management Proceedings.DOI
22. Jiyeon Kang, Mark R. DesJardine, Donald C. Hambrick (2021). Sinners or Saints? The Career Prospects Awaiting Directors Who Are Sponsored by Activist Hedge Funds. Academy of Management Proceedings.DOI
23. Lorenz Graf-Vlachy, Jonathan Bundy, Donald C. Hambrick (2020). Effects of an Advancing Tenure on CEO Cognitive Complexity. Organization Science, Vol. 310, No. 40.DOI
24. Alessandra Rizzi, Vilmos F. Misangyi, Timothy J. Quigley, Donald C. Hambrick (2020). Prior Peak Attainments of New CEOs: How Task-specific Human Capital Affects Executive Performance. Academy of Management Proceedings.DOI
25. Steve Kofford, Kate Odziemkowska, Haram Seo, Jay Bryan Barney, Forrest S. Briscoe, Vanessa Burbano, Aharon Cohen Mohliver, Donald C. Hambrick (2020). Corporate Social and Political Activism. Academy of Management Proceedings.DOI
26. Michelle K. Lee, Abhinav Gupta, Donald C. Hambrick (2020). Shareholder Unrest and its Influence on CEO Career Outcomes. Academy of Management Proceedings.DOI
27. Timothy J. Quigley, Donald C. Hambrick, Vilmos F. Misangyi, G. Alessandra Rizzi (2019). CEO selection as risk-taking: A new vantage on the debate about the consequences of insiders versus outsiders. Strategic Management Journal, Vol. 400, No. 9.DOI
28. Priyanka Dwivedi, Inn Hee Gee, Jeffrey B. Lovelace, Donald C. Hambrick, Andrew M. Carton, Cynthia E. Devers, Nathan J. Hiller, James D. Westphal (2019). What’s in the Black Box? A Dialogue Between Micro and Macro on Psychological Processes of Leaders. Academy of Management Proceedings.DOI
29. Alessandra Rizzi, Vilmos F. Misangyi, Donald C. Hambrick, Timothy J. Quigley (2019). Chief Executive Career Credentials: The Requisite Experience for Successfully Leading Firms. Academy of Management Proceedings.DOI
30. Aparna Joshi, Donald C. Hambrick, Jiyeon Kang (2019). A Generativity Perspective on the Dynamics of CEO Succession. Academy of Management Proceedings.DOI
31. Abhinav Gupta, Forrest Briscoe, Donald C. Hambrick (2018). Evenhandedness in resource allocation: Its relationship with ceo ideology, organizational discretion, and firm performance. Academy Of Management Journal, Vol. 61, No. 5.DOI
32. Jeffrey B. Lovelace, Jonathan Bundy, Donald C. Hambrick, Timothy G. Pollock (2018). The shackles of ceo celebrity: Sociocognitive and behavioral role constraints on star leaders. Academy Of Management Review, Vol. 43, No. 3.DOI
33. Donald C. Hambrick, Jeffrey B. Lovelace (2018). The role of executive symbolism in advancing new strategic themes in organizations: A social influence perspective. Academy Of Management Review, Vol. 43, No. 1.DOI
34. Donald C. Hambrick (2018). The fattest of the fat cats: observations on Aguinis and colleagues’ findings on CEO pay. Management Research The Journal of the Iberoamerican Academy of Management.DOI
35. Abhinav Gupta, Forrest Briscoe, Donald C. Hambrick (2017). Red, blue, and purple firms: Organizational political ideology and corporate social responsibility. Strategic Management Journal, Vol. 380, No. 5.DOI
36. Lorenz Graf‐Vlachy, Jonathan Nicholas Bundy, Donald C. Hambrick (2017). The Conditions of Cognitive Complexity: How Performance Pressures Induce Simple Thinking in CEOs. Academy of Management Proceedings.DOI
37. Björn Lasse Milinski, Fabian D. Struck, Lorenz Graf‐Vlachy, Wolf-Christian Gerstner, Andreas Koenig, Donald C. Hambrick (2016). The Effects of a CEO’s Expressed Dedication to Resolving an Organizational Crisis. Academy of Management Proceedings.DOI
38. Jeffrey B. Lovelace, Jonathan Nicholas Bundy, Donald C. Hambrick (2016). The Shackles of CEO Celebrity: A Type-based Theory. Academy of Management Proceedings.DOI
39. Donald C. Hambrick, Christine M. Beckman, Albert A. Cannella, Aparna Joshi, Vilmos F. Misangyi, Debra L. Shapiro, Christine Shropshire, James Westphal (2016). Sex in the Boardroom: Does Gender Really Matter in the Upper Echelons? - A Debate. Academy of Management Proceedings.DOI
40. Donald C. Hambrick, Vilmos F. Misangyi, Chuljin A. Park (2015). The quad model for identifying a corporate director's potential for effective monitoring: Toward a new theory of board sufficiency. Academy Of Management Review, Vol. 40, No. 3.DOI
41. Timothy J. Quigley, Donald C. Hambrick (2015). Has the ceo effect increased in recent decades? a new explanation for the great rise in america's attention to corporate leaders. Strategic Management Journal, Vol. 360, No. 6.DOI
42. Donald C. Hambrick, Stephen E. Humphrey, Abhinav Gupta (2015). Structural interdependence within top management teams: A key moderator of upper echelons predictions. Strategic Management Journal, Vol. 360, No. 3.DOI
43. Donald C. Hambrick (2015). CEO s. Wiley Encyclopedia of Management.DOI
44. Ciarán Heavey, Brian Curtis Fox, Zeki Şimşek, Donald C. Hambrick (2015). "Exuberance in the Corner Office:CEO Personality and the Rise and Fall of Irish Firms, 2005-2009". Academy of Management Proceedings.DOI
45. Chuljin Albert Park, Vilmos F. Misangyi, Donald C. Hambrick (2015). Identifying Directors Who Can Prevent Corporate Fraud: An Initial Test of the Quad Model. Academy of Management Proceedings.DOI
46. Henry Mintzberg, Donald C. Hambrick, Hunter Lovins, Otto Scharmer, Anne S. Y. Tsui (2015). "Opening Governance of the AOM? The Academy between rigor, relevance and irrelevance.". Academy of Management Proceedings.DOI
47. Forrest Briscoe, M. K. Chin, Donald C. Hambrick (2014). Ceo ideology as an element of the corporate opportunity structure for social activists. Academy Of Management Journal, Vol. 57, No. 6.DOI
48. Craig Crossland, Jinyong Zyung, Nathan J. Hiller, Donald C. Hambrick (2014). Ceo career variety: Effects on firm-level strategic and social novelty. Academy Of Management Journal, Vol. 57, No. 3.DOI
49. Donald C. Hambrick, Timothy J. Quigley (2014). Toward more accurate contextualization of the CEO effect on firm performance. Strategic Management Journal, Vol. 350, No. 4.DOI
50. Donald C. Hambrick, Vilmos F. Misangyi, Chuljin Albert Park (2014). The Quad Model for Identifying a Corporate Director’s Potential for Effective Monitoring. Academy of Management Proceedings.DOI
51. James W. Pennebaker, Donald C. Hambrick, Arijit Chatterjee, Theresa Seung Cho, Dennis A. Gioia, Wei Guo, Andreas Koenig, Sucheta Nadkarni, Michael D. Pfarrer (2014). The Reflective Power of Words—Capturing Upper Echelons' Cognition Through Their Verbal Communication. Academy of Management Proceedings.DOI
52. M. K. Chin, Donald C. Hambrick, Linda K. Trevino (2013). Political Ideologies of CEOs: The Influence of Executives' Values on Corporate Social Responsibility. Administrative Science Quarterly, Vol. 580, No. 20.DOI
53. Wolf-Christian Gerstner, Andreas Koenig, Albrecht Enders, Donald C. Hambrick (2013). CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities. Administrative Science Quarterly, Vol. 580, No. 20.DOI
54. Thomas G. Cummings, Donald C. Hambrick, James P. Walsh, Herman Aguinis, Elena P. Antonacopoulou, Andrew Pettigrew (2013). What is Impact in Management Scholarship? Academy of Management Proceedings.DOI
55. Timothy J. Quigley, Donald C. Hambrick (2012). When the former ceo stays on as board chair: effects on successor discretion, strategic change, and performance. Strategic Management Journal, Vol. 330, No. 7.DOI
56. Guoli Chen, Donald C. Hambrick (2012). CEO Replacement in Turnaround Situations: Executive (Mis)Fit and Its Performance Implications. Organization Science, Vol. 230, No. 10.DOI
57. Donald C. Hambrick, Timothy J. Quigley (2012). Toward a More Accurate Contextualization of the CEO Effect: A New Method and Implications. Academy of Management Proceedings.DOI
58. Donald C. Hambrick, Stephen E. Humphrey, Abhinav Gupta (2012). The Structural Origins of Interdependence in TMTs:When Does Executive Group Composition Matter? Academy of Management Proceedings.DOI
59. Adam J. Wowak, Donald C. Hambrick, Andrew D. Henderson (2011). Do ceos encounter within-tenure settling up? a multiperiod perspective on executive pay and dismissal. Academy Of Management Journal, Vol. 54, No. 4.DOI
60. Craig Crossland, Donald C. Hambrick (2011). Differences in managerial discretion across countries: How nation-level institutions affect the degree to which ceos matter. Strategic Management Journal, Vol. 320, No. 8.DOI
61. Arijit Chatterjee, Donald C. Hambrick (2011). Executive Personality, Capability Cues, and Risk Taking: How Narcissistic CEOs React to Their Successes and Stumbles. Administrative Science Quarterly, Vol. 560, No. 20.DOI
62. Wolf-Christian Gerstner, Andreas Koenig, Albrecht Enders, Donald C. Hambrick (2011). CEO NARCISSISM AND INCUMBENT RESPONSE TO TECHNOLOGICAL DISCONTINUITIES. Academy of Management Proceedings.DOI
63. Adam J. Wowak, Donald C. Hambrick (2010). A model of person-pay interaction: How executives vary in their responses to compensation arrangements. Strategic Management Journal, Vol. 310, No. 8.DOI
64. Timothy G. Pollock, Guoli Chen, Eric M. Jackson, Donald C. Hambrick (2010). How much prestige is enough? Assessing the value of multiple types of high-status affiliates for young firms. Journal Of Business Venturing, Vol. 25, No. 1.DOI
65. Donald C. Hambrick (2010). Commentary in Response to Corley’s “Letter from a Newly Tenured Professor”. Journal of Management Inquiry.DOI
66. Arijit Chatterjee, Donald C. Hambrick (2010). EXECUTIVE PERSONALITY, CAPABILITY CUES, AND RISK-TAKING: HOW NARCISSISTIC CEOS REACT TO THEIR SUCCESSES AND STUMBLES. Academy of Management Proceedings.DOI
67. Guoli Chen, Linda Klebe Trevino, Donald C. Hambrick (2009). [Review] CEO elitist association: Toward a new understanding of an executive behavioral pattern. Leadership Quarterly, Vol. 20, No. 3.DOI
68. Guoli Chen, Donald C. Hambrick, Timothy G. Pollock (2008). Puttin' on the ritz: Pre-ipo enlistment of prestigious affiliates as deadline-induced remediation. Academy Of Management Journal, Vol. 51, No. 5.
69. Donald C. Hambrick, Axel V. Werder, Edward J. Zajac (2008). New directions in corporate governance research. Organization Science, Vol. 190, No. 30.DOI
70. Donald C. Hambrick, Ming-Jer Chen (2008). New academic fields as admittance-seeking social movements: The case of strategic management. Academy Of Management Review, Vol. 33, No. 1.
71. Batia M. Wiesenfeld, Kurt A. Wurthmann, Donald C. Hambrick (2008). The stigmatization and devaluation of elites associated with corporate failures: A process model. Academy Of Management Review, Vol. 33, No. 1.
72. W. M. Gerard Sanders, Donald C. Hambrick (2007). Swinging for the fences: The effects of CEO stock options on company risk taking and performance. Academy Of Management Journal, Vol. 50, No. 5.
73. Arijit Chatterjee, Donald C. Hambrick (2007). [Review] It's all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, Vol. 520, No. 30.DOI
74. Rajiv Nag, Donald C. Hambrick, Ming-Jer Chen (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, Vol. 280, No. 9.DOI
75. Craig Crossland, Donald C. Hambrick (2007). [Review] How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, Vol. 280, No. 8.DOI
76. Donald C. Hambrick (2007). Upper echelons theory: An update. Academy Of Management Review, Vol. 32, No. 2.DOI
77. Donald C. Hambrick (2007). The Field of Management's Devotion to Theory: Too Much of a Good Thing? Academy of Management Journal.DOI
78. Srikanth Paruchuri, Atul Nerkar, Donald C. Hambrick (2006). [Review] Acquisition integration and productivity losses in the technical core: Disruption of inventors in acquired companies. Organization Science, Vol. 170, No. 50.DOI
79. Theresa S. Cho, Donald C. Hambrick (2006). [Review] Attention as the mediator between top management team characteristics and strategic change: The case of airline deregulation. Organization Science, Vol. 170, No. 40.DOI
80. Andrew D. Henderson, Danny L. Miller, Donald C. Hambrick (2006). How quickly do CEOs become obsolete? Industry dynamism, CEO tenure, and company performance. Strategic Management Journal.DOI
81. Donald C. Hambrick (2005). Venturing Outside the Monastery. Academy of Management Journal.DOI
82. Jiatao Li, Donald C. Hambrick (2005). Factional Groups: A New Vantage on Demographic Faultlines, Conflict, and Disintegration in Work Teams. Academy of Management Journal.DOI
83. Donald C. Hambrick (2005). Letter to a Newly-Tenured Professor. Journal of Management Inquiry.DOI
84. Donald C. Hambrick, Sydney David Finkelstein, Ann C. Mooney (2005). Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors. Academy of Management Review.DOI
85. Donald C. Hambrick, Sydney David Finkelstein, Ann C. Mooney (2005). Executives Sometimes Lose it, Just Like the Rest of Us. Academy of Management Review.DOI
86. Phyllis Anne Siegel, Donald C. Hambrick (2005). Pay Disparities Within Top Management Groups: Evidence of Harmful Effects on Performance of High-Technology Firms. Organization Science.DOI
87. Nathan J. Hiller, Donald C. Hambrick (2005). Conceptualizing executive hubris: the role of (hyper‐)core self‐evaluations in strategic decision‐making. Strategic Management Journal.DOI
88. Donald C. Hambrick (2005). Just How Bad Are Our Theories? A Response to Ghoshal. Academy of Management Learning and Education.DOI
89. Donald C. Hambrick, Albert A. Cannella (2004). CEOs who have COOs: contingency analysis of an unexplored structural form. Strategic Management Journal.DOI
90. Donald C. Hambrick (2004). The Disintegration of Strategic Management: It's Time to Consolidate Our Gains. Strategic Organization.DOI
91. James W. Fredrickson, Donald C. Hambrick, Sara Baumrin (1988). A Model of CEO Dismissal. Academy of Management Review.DOI