Differences in managerial discretion across countries: how nation‐level institutions affect the degree to which ceos matter

By Craig Crossland, Donald C. Hambrick. 2011

612 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3ede74ad4456c51dc457c2b7563f64b1b17c6bcc

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “More recent research has looked at a variety of other choices and decisions, such as those associated with mergers and acquisitions (M&A) and globalization (Crossland & Hambrick, 2011).”
Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, background): “Constraints on managerial discretion are a function of the degree to which a proposed course of managerial action is regarded as objectionable (Crossland & Hambrick, 2011).”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, background): “Controlling for the level of CEO managerial discretion in each country is important (Crossland & Hambrick, 2011), as it allows us to take into consideration the degree to which the CEO has the latitude to act as the leader of the group and affect TMT composition and outcomes (Wangrow, Schepker &…”
Role of Country- and Firm-Level Determinants in Environmental, Social, and Governance Disclosure (2016, positive): “Some scholars have noted that a country’s cultural system also affects managerial discretion in the decision-making process (e.g., Crossland and Hambrick 2011; Hambrick and Finkelstein 1987).”
A Critical Examination of Common Beliefs About Partial Least Squares Path Modeling (2013, result): “In contrast to claims by many studies in Table 1, PLS does not estimate path models with latent variables, but with composites, and instead of using path analysis with simultaneous equations, PLS uses separate OLS regressions. Thus, it is conceptually closer to OLS regressions on summed scales or fa”
An institution-based view of executive compensation: A multilevel meta-analytic test (2012, background): “Rooted in an economic view of incentives, this theory assumes that executives are in a strong position to effectuate better corporate performance, because of their discretionary powers and strategic oversight (Crossland & Hambrick, 2011).”
Should Entrepreneurially Oriented Firms Have Narcissistic CEOs? (2016, methodology): “Therefore, the present study relies on U.S. companies since this cultural area is characterized by a high level of discretion and a low level of managerial restrictions (Crossland & Hambrick, 2011).”
Toward a Configurational Perspective on the CEO (2016, background): “Many commonly studied environmental variables do not vary by CEO but, rather, by industry (e.g., Hambrick & Quigley, 2013) or country of operation (e.g., Crossland & Hambrick, 2011).”
Slack resources, firm performance, and the institutional context: Evidence from privately held European firms (2017, background): “Likewise, existing research has ignored cross-country differences that impinge on managers‘ motivation and discretion as they allocate and use resources (e.g., Crossland and Hambrick, 2011; Wu and Tihanyi, 2013).”
Expatriate Development for Cross-Cultural Adjustment (2012, background): “That is, individual characteristics (e.g., CQ) have a stronger effect on individual decision (attitude and behavior) when the cultural context is loose rather than tight and when the cultural context activates cues related with the characteristics (Crossland & Hambrick, 2011).”