Who directs strategic change? Director experience, the selection of new CEOs, and change in corporate strategy

By James D. Westphal, J. Fredrickson. 2001

622 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/602aa240279b3c243ac3128f1c587e135adc2749

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In Organizational Behavior and Human Resource Management

Citations in the corpus

How boards’ internal and external social capital interact to affect firm performance (2016, background): “Moreover, poor firm performance may lead the board to take a more active role (McNulty and Pettigrew, 1999; Stiles and Taylor, 2001; Westphal and Fredrickson, 2001).”
Director Interlocks and Spillover Effects of Reputational Penalties From Financial Reporting Fraud (2008, background): “For instance, outside directors have an important role to play in a firm’s strategic decision making process (Westphal & Fredrickson, 2001) that improves the firm’s performance (Judge & Zeithaml, 1992; Westphal, 1999).”
Corporate Governance and Financial Distress: Evidence from Chinese Listed Companies (2006, background): “Conversely, managerial hegemony theory holds that due to managerial domination, the role of nonexecutive directors in strategic decision making is limited (Westphal and Fredrickson 2001).”
Women in the boardroom and their impact on climate change related disclosure (2017, background): “Boards influence firm performance (Peng, 2004), strategic decision making (Golden and Zajac, 2001; Jensen and Zajac, 2004; Westphal and Fredrickson, 2001), internationalization strategies (Datta, et al., 2009), R&D investment strategies (Kor, 2006), share price (Filatotchev and Bishop, 2002), CSR…”
Can Directors Impact Performance? A case‐based test of three theories of corporate governance (2007, neutral): “Similarly, Westphal and Fredrickson (2001) found that, while the prior experience of new CEOs predicts corporate strategic change, this might mask the process by which an experienced board can influence strategy development.”
The Institutionalization of Corporate Social Responsibility Reporting (2017, methodology): “This measure is a variation of the composite measure developed by Sullivan (1994) and is similar to the variation that Westphal and Fredrickson (2001) introduced and adopted.”
CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty (2014, background): “Dynamism is also manifested in a firm’s corporate strategic posture (Boeker, 1997; Hoskisson & Johnson, 1992; Westphal & Fredrickson, 2001).”
Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004, background): “At the same time, they exert an indirect effect (e.g.,Carpenter & Westphal, 2001; Westphal & Fredrickson, 2001) not limited to counsel and advice, but also through selection (dismissal) of CEOs.”
Transformational leadership influence on organizational performance through organizational learning and innovation (2012, background): “Although the management process may involve numerous actors, the CEO is ultimately responsible for plotting the organization's direction and plans, as well as for guiding the actions carried out to achieve them (Porac and Thomas, 1990;Westphal and Fredickson, 2001).”