New Directions in Corporate Governance Research

By Donald C. Hambrick, A. V. Werder, Edward J. Zajac. Organ. Sci., 2008

413 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6ec1c5c083c74d2f1d37f6cf4b6a14e5c76b29cb

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Audit Committee, Corporate Governance and Firm Performance: Empirical Evidence from India (2016, background): “Hambrick et al. (2008) asserted that smaller boards were incapable of making strategic changes due to their inefficiency in considering various alternatives for firm growth.”
CEO Succession Mechanisms, Organizational Context, and Performance: A Socio‐Emotional Wealth Perspective on Family‐Controlled Firms (2014, background): “Another limitation relates to the use of established proxy variables that do not capture the full complexity of what they are supposed to measure (see, e.g., Hambrick et al., 2008), such as the decision to proxy SEW protection through the ratio of family directors inside the board.”
Toward a Behavioral Theory of Boards and Corporate Governance (2009, neutral): “Each pair of research streams can in turn be further differentiated by their focus either on internal or external relationships (see also Hambrick et al., 2008).”
Corporate Governance, Islamic Governance and Earnings Management in Oman: A New Empirical Insights from a Behavioural Theoretical Framework (2017, positive): “…motives and formal structures alone may not be able to fully explain underlying managerial motivations for engaging in EM (Daily et al., 2003; Hambrick et al., 2008) and thus new theoretical perspectives, such as behavioural theory, may need to be considered (Gabrielsson & Huse, 2004; van…”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, methodology): “Second, we respond to the call for research incorporating micro-level processes to explicate the effects of board diversity on organizational performance (Barrick et al., 2007; Dalton & Dalton, 2011; Hambrick, 2007; Hambrick et al., 2008).”