The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness
By Sucheta Nadkarni, Tianxu Chen, Jianhong Chen. 2016
167 citations recorded by the source corpus.
Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/f5d58e02383d036b4acd6bd0f493b8d8b0fa1c8c
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Experimental and Cognitive Psychology
In Organizational Behavior and Human Resource Management
- Abbie J. Shipp
- Karen J. Jansen
- Jianhong Chen
- María Concepción López-Fernández
- Soumodip Sarkar
- Remedios Hernández‐Linares
- Franz Willi Kellermanns
- Sucheta Nadkarni
In Strategy and Management
- Karen J. Jansen
- María Concepción López-Fernández
- Franz Willi Kellermanns
- Soumodip Sarkar
- Abbie J. Shipp
- Sucheta Nadkarni
- Jianhong Chen
- Niron Hashai
Citations in the corpus
- The effect of socioemotional wealth on the relationship between entrepreneurial orientation and family business performance (2019, background): “With some exceptions (Hughes & Morgan, 2007; Lumpkin & Dess, 2001), the empirical evidence finds a positive and significant relationship between competitive aggressiveness and performance (Giachetti, 2016; Nadkarni et al., 2016).”
- It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, background): “…the situational perspective to examine a key aspect of temporal orientation, temporal attention, which depends more on situational characteristics than on individuals’ dispositions (Das, 1987; Ocasio, 1997; Yadav, Prabhu, and Chandy, 2007; Nadkarni and Chen, 2014; Nadkarni, Chen, and Chen, 2016).”
- The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “For example, Nadkarni, Chen, and Chen (2016) describe how “executives mentally create their own ‘temporal zones’ (e.g., short-term vs. long-term) when deciding on strategic actions, irrespective of the actual environment they face…” (p. 1135).”