The WRKY gene family is among the largest families of transcription factors (TFs) in higher plants. By regulating the plant hormone signal transduction pathway, these TFs play critical roles in some plant processes in response to biotic and abiotic stress. Various bodies of research have demonstrated the important biological functions of WRKY TFs in plant response to different kinds of biotic and abiotic stresses and working mechanisms. However, very little summarization has been done to review their research progress. Not just important TFs function in plant response to biotic and abiotic stresses, WRKY also participates in carbohydrate synthesis, senescence, development, and secondary metabolites synthesis. WRKY proteins can bind to W-box (TGACC (A/T)) in the promoter of its target genes and activate or repress the expression of downstream genes to regulate their stress response. Moreover, WRKY proteins can interact with other TFs to regulate plant defensive responses. In the present review, we focus on the structural characteristics of WRKY TFs and the research progress on their functions in plant responses to a variety of stresses.

Research Summary: An important challenge that new CEOs face is establishing a group of immediate collaborators, which we call the "strategic leadership constellation." Drawing on a comparative case study, we show that due to constraints on the CEO to change the top management team (TMT), the composition of the strategic leadership constellation initially tends to differ from that of the TMT: in some cases, it consists of a subgroup of the TMT; in others, it also comprises individuals outside the TMT such as staff members or lower-level managers. We show that the discrepancies between the strategic leadership constellation and the TMT lead to tensions that trigger a process of convergence between these two bodies, particularly as the constraints on TMT change decrease and the CEO's needs evolve. Managerial Summary: A major challenge that new CEOs face is establishing a group of close collaborators, which we call the "strategic leadership constellation." Our study shows that due to different constraints on changing the executive team, the composition of the strategic leadership constellation initially tends to differ from that of the executive team: in some cases, it consists of a subgroup of the executive team; in others, it also comprises individuals outside the executive team, such as staff members or lower-level managers. We show that the discrepancies between the strategic leadership constellation and the executive team lead to tensions that trigger a process of convergence between these two bodies, particularly as the constraints on changing the executive team decrease and the CEO's needs evolve.

In this paper, we review the burgeoning but dispersed literature on chief executive officer (CEO) advice seeking, which has important effects on strategic decision making, the CEO’s and the board of directors’ effectiveness, and firms’ entrepreneurial orientation, innovativeness, and financial performance. We synthesize research findings about the key features of CEO advice seeking and its antecedents and outcomes across multiple levels of analysis. On the basis of our review, we identify important research gaps and develop a future research agenda that outlines new research questions and empirical foci that extend the current scope of analysis. We also highlight promising new theories and underutilized methods suitable for this area of research. With an integrative review and research agenda, we hope to stimulate cross-fertilization of different lines of inquiry and encourage new research that shines a spotlight on the remaining puzzles of CEO advice-seeking research.