Marta A. Geletkanycz

Publications13
h-index8
Citations4,046
Highly Influential Citations234
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Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition
This study reviews recent research building on Hambrick and Mason’s [Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of… Expand
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The external ties of top executives: Implications for strategic choice and performance.
We are grateful to Eric Abrahamson, Ron Burt, Eric Leifer, Aneil Mishra, and Bob Yavitz for their contributions on earlier drafts of this manuscript. The paper has also benefited from the… Expand
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TOP EXECUTIVE COMMITMENT TO THE STATUS QUO: SOME TESTS OF ITS DETERMINANTS
Some top executives are more committed to the status quo—particularly to their organization's current strategy and leadership profile—than are others. Most empirical research on upper echelons treats… Expand
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The salience of 'culture's consequences' : The effects of cultural values on top executive commitment to the status quo
While top executives are argued to play a central role in strategic adaptation, evidence suggests that they are not equally open to organizational change. This study extends earlier investigation of… Expand
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The strategic value of CEO external directorate networks: implications for CEO compensation
This study examines the relationship between CEO external directorate networks and CEO compensation. Drawing on previous research showing a link between executives' external networks, firm strategy,… Expand
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CEO Outside Directorships and Firm Performance: A Reconciliation of Agency and Embeddedness Views
A debate surrounds CEO outside board service and its contribution to firm performance. Agency scholars contend CEO outside directorships constitute a form of managerial opportunism that potentially… Expand
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Publishing in AMJ–Part 6: Discussing the Implications
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Bound by the past? Experience-based effects on commitment to the strategic status quo
This study extends research into the determinants of executive commitment to the strategic status quo (CSQ) by examining the effects of functional and educational experience. Regression analyses… Expand
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New Directions on Compensation and Upper Echelons
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Social movement spillover: Barriers to board gender diversity posed by contemporary governance reform
Abstract Managerial oversight is strengthened and firms' strategic performance improved when boards are gender-diverse. Yet the rate of women's appointment to corporate boards is decelerating. This… Expand