Bound by the past? Experience-based effects on commitment to the strategic status quo

By Marta A. Geletkanycz, S. Black. 2001

183 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/93bbe3ed196a3c1bfe39f7a08874a1877343fa5e

How researchers see this paper

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

In Accounting

1. Yasemin Y. Kor
2. Joseph T. Mahoney
3. Steven C. Michael
4. Marta A. Geletkanycz
5. Abdelwahed Omri
6. O. Yousfi
7. R. Béji
8. Mason A. Carpenter

In Gender Studies

1. Fabian Homberg
2. Joseph T. Mahoney
3. Yasemin Y. Kor
4. M. West
5. W. G. Sanders
6. M. Schippers
7. Marta A. Geletkanycz
8. Hong T. M. Bui

In Organizational Behavior and Human Resource Management

1. Fabian Homberg
2. Joseph T. Mahoney
3. M. West
4. Yasemin Y. Kor
5. Amy C. Edmondson
6. W. G. Sanders
7. M. Schippers
8. Marta A. Geletkanycz

Citations in the corpus

• Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004, background): “The influence of TMT experience is stronger than that of CEO experience and is necessary for CEO effects to be significant 5.48 (2.21) Geletkanycz and Black (2001) Top executives Survey Studies the determinants of executive commitment to the strategic status quo (CSQ) by examining the effects of…”
• Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “When the majority of managers have a strong industry orientation, the management team may become entrenched by current industry norms and practices (Geletkanycz and Black, 2001; Hambrick et al., 1993).”
• Board Diversity and Corporate Social Responsibility: Empirical Evidence from France (2020, background): “They also have a better capacity to benefit from opportunities (Geletkanycz and Black 2001).”
• Managerial Risk Taking (2016, unknown): “…& Hambrick, 1990), diversification (Boeker, 1997a; Wiersema & Bantel, 1992), new product-market entry (Boeker, 1997b), strategic persistence (Geletkanycz & Black, 2001; Grimm & Smith, 1991), innovation radicalness (West & Anderson, 1996), international diversification (Reuber & Fischer,…”
• Team Reflexivity as an Antidote to Team Information-Processing Failures (2014, background): “Other research shows similar tendencies in teams (e.g., Geletkanycz & Black, 2001; Gersick & Hackman, 1990).”
• Top Management Team Diversity (2013, background): “However, functional diversity was found to be negatively related to commitment to strategic status quo (Geletkanycz & Black, 2001), information sharing (Bunderson & Sutcliffe, 2002), ineffective communication (Glick, Miller, & Huber, 1993), and team performance (Bunderson, 2003).”
• CEO Succession Origin and Firm Performance: A Multilevel Study (2017, unknown): “Research on strategic leadership has repeatedly stressed the importance of executives’ informational characteristics (i.e., past experience) and their impact on firm outcomes (Geletkanycz and Black, 2001).”
• Difference in Degrees: CEO Characteristics and Firm Environmental Disclosure (2014, unknown): “One plausible explanation for this aggressive activity is that executives with MBAs may be more skilled in strategic decision-making and therefore possess a greater capacity to recognize and take advantage of opportunities that increase the value of the firm (Geletkanycz and Black, 2001).”