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Strategic Change: The Influence Of Managerial Characteristics And Organizational Growth
This study examined how chief executive and top management team characteristics interact with organizational performance to influence strategic change. Results indicate that poor performance, long ...
The effects of board size and diversity on strategic change
TLDR
Test how higher levels of board size and diversity affect the boards ability to initiate strategic changes during periods of environmental turbulence suggest that board diversity may be a significant constraint on strategic change.
Power and Managerial Dismissal: Scapegoating at the Top.
Warren Boeker Columbia University A study of 67 organizations over a 22-year period is used to examine the likelihood of chief executive and top management dismissal as a result of organizational
Executive Migration and Strategic Change: The Effect of Top Manager Movement on Product-Market Entry
This research was supported by grants from Columbia Business School's Management Institute. I thank Eric Abrahamson, Min-Jer Chen, Donald Hambrick, and Michael Tushman for ideas and thoughtful
Strategic Change: The Effects Of Founding And History
The research reported here examined the evolution of strategy over time and the conditions under which change in strategy is likely. Findings show that characteristics of an organization's founding
Old technology meets new technology: complementarities, similarities, and alliance formation
Alliance formation is commonplace in many high-technology industries experiencing radical technological change, where established firms use alliances with new entrants to adapt to technological
ENTREPRENEURIAL TRANSITIONS: FACTORS INFLUENCING FOUNDER DEPARTURE
Research in entrepreneurship and life cycle theories of the firm have both suggested that new ventures may outgrow the managerial capabilities of their founding teams, at which point the founders m...
Turbulence at the top: a new perspective on governance structure changes and strategic change.
TLDR
The results of this research suggest that changes in ownership and board have significant independent and interactive effects on strategic change.
PERFORMANCE AND SUCCESSOR CHOICE: THE MODERATING EFFECTS OF GOVERNANCE AND OWNERSHIP
This study examined influences on whether chief executive successors are chosen from inside or outside an organization. We examined the choice of a successor as a function of organizational
Organizational Origins: Entrepreneurial and Environmental Imprinting of the Time of Founding
Explores the effects of the events surrounding the founding of a firm on its subsequent strategic choices and long-term development. Theorists write about how the beliefs and attitudes of the
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