GETTING THEM TO THINK OUTSIDE THE CIRCLE: CORPORATE GOVERNANCE, CEOS' EXTERNAL ADVICE NETWORKS, AND FIRM PERFORMANCE

By Michael L. McDonald, Poonam Khanna, James D. Westphal. 2008

245 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/80b50cb26aa2173fc90386a3cf71a0f4a6b68c42

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Citations in the corpus

Do Better-Connected CEOs Innovate More? (2014, unknown): “In particular, prior research shows that the network of top executives facilitates the dissemination of business information that enhances the quality of strategic decisions (McDonald et al. (2008), Schonlau and Singh (2009)).”
How boards’ internal and external social capital interact to affect firm performance (2016, methodology): “…perspective and base of expertise provided by the directors’ appointment to other boards as one of the study variables (Carpenter and Westphal, 2001; McDonald et al., 2008), because the value of external social capital could be determined by the strategic relevance of the directors’ experience on…”
Voice Flows to and around Leaders (2013, background): “Whereas seeking out advice from others is an established means for leadership learning (McDonald, Khanna, and Westphal, 2008; Alexiev et al., 2010), this is the first study to clearly theorize and show the benefits for leaders when others approach them with ideas and information, in particular with…”
Toward a Configurational Perspective on the CEO (2016, background): “Research has documented how CEOs in the corporate elite tend to help each other in terms of both support/advice (McDonald et al., 2008; McDonald & Westphal) and protection from bad press (Westphal et al., 2012).”
Corporate governance, capital structure and firm performance: Evidence from Thailand (2017, background): “For example, Mcdonald et al. (2008) find that CEOs’ external advice network mediates the effect of CEO stock http://dx.doi.org/10.1016/j.ribaf.2017.07.011 Received 20 September 2016; Received in revised form 7 June 2017; Accepted 3 July 2017 ⁎ Corresponding author.”
Acquisitions and CEO Power: Evidence from French Networks (2009, background): “They are also more likely to associate with people to whom they are similar (McDonald et al., 2008) and take these similar acquaintances’ advice to strengthen themselves in their choice.”
Behavioral Strategy and the COVID-19 Disruption (2020, background): “This is particularly problematic exactly when the problems faced by decision makers are ill structured (Mintzberg et al., 1976), and it may be important to also bring intuition and “soft data” to bear on the issues (Foss & Klein, 2012) or when it is important to act very quickly.”
Assessing Managerial Power Theory (2015, background): “…ICC Makri, Lane, and Gomez-Mejia 2006 SMJ Mangel and Singh 1993 AB Martin and Thomas 2005 JCF Matta and Beamish 2008 SMJ McClelland and Barker 2007 WP McDonald, Khanna, and Westphal 2008 AMJ McGuire, Chiu, and Elbing 1962 AER McGuire, Dow, and Argheyd 2003 JBE Mehran 1992 JFQA Meyer and Elayan…”