Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors

By Donald C. Hambrick, Sydney Finkelstein, Ann Mooney. 2005

708 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ba9575477d7cd591432af1ed99c94b53bcc93394

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In Organizational Behavior and Human Resource Management

In Safety Research

In Strategy and Management

Citations in the corpus

CEO Succession Origin and Firm Performance: A Multilevel Study (2017, positive): “According to Hambrick et al. (2005), these two organizational- and environmental-level factors significantly impact the job requirements facing executives.”
The Key Role of Managers’ Values in Exporting: Influence on Customer Responsiveness and Export Performance (2010, background): “As such, executives facing many requirements from the environment are only able to comprehend and process a small proportion of the facts (Hambrick, Finkelstein, and Mooney 2005), thus reducing the positive influence of their competence on performance.”
Building innovation capability: The role of top management innovativeness and relative-exploration orientation (2017, neutral): “For example, some researchers argue that topmanagers are barely relevant in driving innovation efforts because of the demanding nature of their jobs—they are simply unable to devote adequate time to the more creative components of marketing (Hambrick et al., 2005).”
Is Stress Worth it? Stress‐Related Health and Wealth Trade‐Offs for Entrepreneurs (2015, background): “Second, entrepreneurs typically have very high (significantly higher than non-entrepreneurs) achievement goals for themselves (McClelland, 1961), which can further increase job demands (Hambrick et al., 2005).”
When Firms are Desperate to Grow via Acquisition: The Effect of Growth Patterns and Acquisition Experience on Acquisition Premiums (2011, background): “Further, recent theory development suggests that firms facing intense performance pressures tend to exhibit more extreme strategic behaviors (Hambrick, Finkelstein, and Mooney, 2005).”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “In a similar vein, Hambrick, Finkelstein, and Mooney (2005) proposed that executives with minimal job demands are often motivated to create the impression that their jobs are highly demanding.”
Leadership and the organizational context: Like the weather? ☆ (2006, background): “Hambrick et al. (2005) stated that cultures characterized by high levels of stress affect the strategic decisions made by executives.”
Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “But . . . the stakes associated with their humanness—both positive and negative—are enormous’’ (Hambrick, Finkelstein, and Mooney, 2005: 503).”
EXECUTIVE JOB DEMANDS: SUGGESTIONS FROM A STRESS AND DECISION-MAKING PERSPECTIVE (2005, background): “Hammond (2000) divides theories of decision making and judgment into “correspondence” theories and “coherence” theories.”
Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control (2007, background): “In a recently published article in the Academy of Management Review, Hambrick and colleagues extend the literature on executive job demands and propose the effects that executive job demands have on strategic decision making and leader behaviors (see Hambrick et al., 2005).”