Personality, perceptions and retrenchment decisions of managers in response to decline: Evidence from a decision-making study

Leaders' impression management during organizational decline: The roles of publicity, image concerns, and incentive compensation

“…First, it adds to our growing knowledge of how leaders function within organizations facing decline. Recent research has emphasized the roles of top management team processes (Carmeli & Schaubroeck, 2006) and perceptual processes (Musteen et al, 2011). We add to this body of research by examining leaders' impression management during decline.…”

How National Institutions Limit Turnaround Strategies and Human Resource Management: A Comparative Study in the Airline Industry

“…As we aim to understand company strategies in the era of crisis and austerity, it is worth turning our attention also to research on decline, turnaround strategy and the two main responses to decline, retrenchment and recovery strategies (Pearce and Robbins, 1993;Robbins and Pearce, 1992). Decline is the deterioration of a company's performance due to persistent problems (see, e.g., Cameron et al, 1987;Carmeli and Schaubroeck, 2006;D'Aveni, 1989;Francis and Desai, 2005;McKinley et al, 2014;Musteen et al, 2011). When decline is not properly addressed, it may result in the company's extinction (Francis and Desai, 2005).…”

Managerial Cognitive Moral Development and the Firm’s Owners’ Salience: Empirical Evidence

“…In effect, less conscientious managers behaved like agents that had to be rewarded and monitored, while more conscientious managers behaved like stewards that did a good job regardless of rewards and monitoring. On a more general level, previous researchers argued and/or have empirically shown that such managerial characteristics as background (Hambrick & Mason, 1984), hubris (Hayward & Hambrick, 1997), persistence in pursuing specific strategies (Audia et al, 2000), or locus of control (Musteen et al, 2011) affect the way managers perceive and evaluate strategic choices and make decisions.…”

“…A manager's personality and values will likely affect the propensity of the manager to serve his/her own interests or the interests of the owners (Audia, Locke, & Smith, 2000;Hammond, Keeney, & Raiffa, 1998;Hayward & Hambrick, 1997;Musteen, Liang, & Barker, 2011). Since balancing the interests of the managers and owners of the firm requires making difficult choices and tradeoffs, managerial decisions are by definition moral decisions (Jones, 1991).…”