The Implications of Strategy and Social Context for the Relationship Between Top

By Mason A. Carpenter. 2002

749 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/35918a1656711d283c63f7529c1941ea02b1d207

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In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Family Involvement and Agency Cost Control Mechanisms in Family Small and Medium‐Sized Enterprises (2015, methodology): “ROA is a wellunderstood and common measure which has been used in several studies on the impact of boards and top management teams on firm performance (Carpenter 2002).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “However, functional diversity has not always been associated with higher performance (e.g., Carpenter, 2002; Jehn & Bezrukova, 2004; Pelled et al., 1999; Pitcher & Smith, 2001) and has, in fact, been shown to inhibit processes and effectiveness through increased conflict (Knight et al., 1999;…”
The effects of gender on group work process and achievement: an analysis through self‐ and peer‐assessment (2014, methodology): “The Blau Index is a widely used diversity index in management research (Carpenter, 2002; Nielsen, 2009; Finkelstein et al., 2009) and is calculated according to Equation 1:”
Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism (2019, neutral): “Similarly, TMT heterogeneity in terms of education, work experience, or tenure (Carpenter, 2002) may create the same level of capability.”
A few good women—on top management teams (2005, background): “Meanwhile, Keck (1997) and Carpenter (2002) argue that the TMT heterogeneity–performance relationship is likely to be context-driven.”
Development of a Theory-Based Assessment of Team Member Effectiveness (2007, background): “These include elements of the organizational context that support team effectiveness, such as training (Hyatt & Ruddy, 1997); team composition variables, such as member diversity (Carpenter, 2002); team member characteristics, such as personality and ability (LePine, 2003; Mohammed & Angell, 2003); ”
Diversity in social context: a multi-attribute, multilevel analysis of team diversity and sales performance (2004, neutral): “, 1993), age (Kilduff, Angelmar, & Mehra, 2000), occupational background (e.g., Barsade, Ward, Turner, & Sonnenfeld, 2000; Bantel & Jackson, 1989; Carpenter, 2002), and education”
What's the difference? Diversity constructs as separation, variety, or disparity in organizations. (2007, background): “In response to these disappointing cumulative results, organizational scholars have refined their theories and analyses, typically by elaborating possible mediators and moderators of connections between within-unit diversity and unit outcomes (e.g., Bloom & Michel, 2002; Carpenter, 2002; Chatman & F”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “Creative deployment of a firm’s resources can be problematic not only because the economic opportunities to their use have to be perceived or imagined (Shackle, 1967), but also because the effectiveness of a resource to a particular entrepreneurial application can never be guaranteed in advance.”
Strategic decision-making processes in internationalization: Does national culture of the focal firm matter? (2011, positive): “The upper-echelon theory has been applied to the internationalized firm level providing some evidence on the association between top management characteristics and international growth of the firm (Carpenter, 2002; Jaw & Lin, 2009; Tihanyi, Ellstrand, Daily, & Dalton, 2000).”
When much more of a difference makes a difference: Social comparison and tournaments in the CEO's top team (2015, background): “We follow previous research that defines pay disparity as the difference in pay between the CEO and the top four compensated executives in the TMT (Carpenter, 2002; Carpenter and Sanders, 2002; Fredrickson, Davis-Blake, and Sanders, 2010; Henderson and Fredrickson, 2001).”
Strategic leadership in organizational crises: A review and research agenda (2021, background): “According to this view, TMT diversity provides increased “sociocognitive horsepower” (Carpenter, 2002, p. 277), which improves strategic decision-making in high-complexity situations—such as organizational crises.”
Top Management Team Diversity (2013, background): “Since the initial publication, a distinct body of literature has developed focusing on the impact of diversity characteristics on corporate performance (Bantel, 1994; Carpenter, 2002; Carpenter & Fredrickson, 2001; Hambrick, Cho, & Chen, 1996; Jaw & Lin, 2009; Nielsen, 2010a; Sanders & Carpenter, 19”
Firm-Specific Assets, Multinationality, and Financial Performance: A Meta-analytic Review and Theoretical Integration (2011, neutral): “Sanders & Carpenter (1998) Low R&D intensity Mixed — U.”