Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition

By Mason A. Carpenter, Marta A. Geletkanycz, W. G. Sanders. 2004

2,229 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9dc0de74c07aca4bc40d92ea0d3471c4a07f9d80

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Citations in the corpus

Management accounting systems, top management team heterogeneity and strategic change (2007, background): “…strategies, and they are therefore criticized for providing little explanation of how different TMTs use organizational mechanisms differently to realize strategic change (see, e.g., Carpenter et al., 2004, p. 763; Miller, Burke, & Glick, 1998, p. 40; Rajagopalan, Rasheed, & Datta, 1993, p. 375).”
Behavioral Agency Theory (2015, background): “The desirability of compatible incentives is consistent with the argument that interventions may be necessary in order to align the interest of different members of top management groups (Carpenter et al., 2004; Hambrick, 1994). The incentive compatibility proposition also provides a further argumen”
How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects (2009, positive): “There are a vast number of studies which support this proposition (Finkelstein and Hambrick, 1996; Carpenter et al., 2004) and a number of studies have also found associations between board members’ demographic characteristics and organizations’ innovation levels (e.”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “These outcomes of team elaboration processes are all likely to be reflected in the bottom line financial performance of the company (Carpenter et al., 2004; Hambrick and Mason, 1984).”
The effects of gender on group work process and achievement: an analysis through self‐ and peer‐assessment (2014, background): “Research has been conducted investigating the influence of diversity in teams, such as top management team composition (Carpenter et al., 2004; Nielsen, 2010), boardroom composition (Adams & Ferreira, 2009; Miller & Triana, 2009) or work teams composition (Joshi et al., 2011), including those…”
CEO Narcissism and the Impact of Prior Board Experience on Corporate Strategy (2015, positive): “Similarly, directors who have witnessed other firms’ decisions to expand into foreign markets are more likely than directors who haven’t to consider international expansion in subsequent decisions about corporate strategy (Carpenter, Geletkanycz, and Sanders, 2004; Connelly et al., 2011).”