Stealthy Footsteps to the Boardroom: Executives' Backgrounds, Sophisticated Interpersonal Influence Behavior, and Board Appointments

By Ithai Stern, James D. Westphal. 2010

161 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2027a8ac11957f8763bfcb3322cac744f23e4862

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Citations in the corpus

Catalyzing Strategies and Efficient Tie Formation: How Entrepreneurial Firms Obtain Investment Ties (2012, background): “Moreover, asking for advice is a particularly subtle, and thus effective, ingratiation tactic as it cognitively focuses the target on providing advice, making the manipulation less overt (Stern & Westphal, 2010).”
Politically connected boards and top executive pay in Chinese listed firms (2015, background): “…impact of politically connected outside directors on executive compensation despite being more sophisticated and successful in gaining board seats (Stern and Westphal, 2010), holding values and beliefs consistent with their political ideology1 (Chin, Hambrick and Trevino, 2013) and being present…”
Concealable Stigma and Occupational Segregation (2015, unknown): “This matching process implies that ‘‘people who are more comfortable with and are better skilled in employing a [given set of behaviors] are likely to be drawn to occupations in which engagement in such behaviors is instrumental to task accomplishment’’ (Stern and Westphal, 2010: 286).”
Master of Puppets: How Narcissistic CEOs Construct Their Professional Worlds (2017, background): “…influence the selection process more indirectly—for example, by influencing which directors are on the nominating committee (Bruynseels & Cardinaels, 2014; Zhu & Chen, 2015b) or by recommending candidates to the committee (Stern & Westphal, 2010; Westphal & Shani, 2016; Westphal & Stern, 2007).”
Recategorization into the In-group (2014, background): “corporations have traditionally been viewed as a homogeneous group of corporate elites who attended a few prestigious educational institutions, have similar social backgrounds, and have served as top executives of other large firms (Westphal and Zajac, 1995; Hillman, Cannella, and Harris, 2002; Ster”