Profit Constraints on Managerial Autonomy: Managerial Theory and the Unmaking of the Corporation President

James, David R.; Soref, Michael

doi:10.2307/2095023

Cited by 138 publications

(44 citation statements)

References 20 publications

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“…This figure well exceeds the incidence of forced departures found in prior research. Cannella and Lubatkin (1993) reported that 14.5 percent of successors in their sample were dismissed, as did James and Soref (1981). Friedman and Singh (1989) found that 11 percent of successions were board initiated.…”

Section: Preliminary Observations From the Datamentioning

confidence: 97%

External management succession, human capital, and firm performance: an integrative analysis

2003

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Economic analysis of human capital leads to a somewhat different question than that addressed by other management research on external succession: do differences between external successors in the transferability of their human capital affect firm performance, and if so, how? By comparing external successors that have within-industry and related-industry skills, we find that successors with less transferable (related-industry) skills have greater variance of firm performance. Our analysis provides an example of the benefits of integrating economic concepts with empirical research in competitive strategy, on a topic of central concern in the traditional strategic management literature, namely, top executives. Copyright © 2003 John Wiley & Sons, Ltd.

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Section: Preliminary Observations From the Datamentioning

confidence: 97%

External management succession, human capital, and firm performance: an integrative analysis

2003

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“…Thus, poor performance is often the driver of changes in firm strategy (Hambrick and Schechter 1983). These are frequently caused by those managers who feel more vulnerable to unfriendly takeovers, internal upheavals, and losing their jobs (James and Soref 1981). They show reluctance towards changes in firm strategy to improve performance.…”

Section: Hypothesis 5bmentioning

confidence: 99%

Top Management Teams’ demographic characteristics and their influence on strategic change

2014

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The purpose of this research is to analyse the relation between the Top Management Teams (TMTs)' socio demographic' characteristics and the corporate strategic change, measured as Carpenter (Strateg Manag J 23:275-284, 2002) through Finkelstein and Hambrick's index (Adm Sci Q 35:484-504, 1990): the strategic variation index and strategic deviation index in the period 2007-2009. While this aim has been studied previously in the Upper Echelon Literature, the results achieved have been considered ambiguous and no concluding by some researchers. Hence this paper admits that this complex relation rooted in this stream thought, needs to be further explored as supported by those authors. The achieved findings not only shed light on the organizational demographics' black box but also enrichment the academic literature in this respect. A sample of 157 big firms from different industrial sector and nationalities with their headquarters in Spain was determined by using both secondary and primary sources due to the legal difficulties imposed by LORTAD which prevents the collection and consult of the top managers' personal information unlike other countries. Lineal regression models were applied to test the hypotheses formulated in the study. By controlling for firm performance and the industrial sector, a higher educational level, shorter firm tenures, higher international experience and a higher professional background greatly influence on corporate strategy changes. Furthermore while the firm performance seems to influence the strategic change, the industrial sector does not contribute significantly on this managerial variable. Few researchers examine the influence of TMTs' characteristics in shaping corporative strategic changes and firm outcomes using samples different from American enterprises. This paper also contributes to the existing literature by proposing different models which explain the strategic changes, measured by different indicators, using more explanatory demographical variables than in other studies and also including control variables related performance and industrial sector to reduce the ambiguity and increase the reliability of the previous researches.

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“…As these ventures mature, changes in the requirements for capabilities and competencies also evolve into organizational as well as personal relationships (Iacobucci & Ostrom, 1996). Therefore, any key manager departures are more likely to have an impact on the performance of the global supply chain's performance (James & Soref, 1981). For example, the stabilization of roles becomes formalized in venture growth and departures provide a functional anchor that helps to bind the relationship together after an acquisition (Chandler et al, 2005).…”

Section: Key Management Team (Kmt) Ongoing Valuementioning

confidence: 99%

Supply-chain corporate venturing through acquisition: Key management team retention

Kiessling

Harvey

Moeller

2012

Journal of World Business

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Acquisitions are often used as a way to engage in corporate venturing. The value of these ventures tends to reside in the knowledge and capabilities of the key management team members who have and maintain key inter-organizational relationships. Because their knowledge and/or relationships may be tacit and therefore difficult to transfer, retaining the key managers in the acquired organization is often a critical issue for the human resource management of the acquiring organization. They are also frequently thought to be critical elements in the future performance in global supply chains and therefore, should be a key concern of human resource management after the acquisition has been culminated. Using a unique dataset of corporate acquisitions in supply-chains, we examine how the development of the psychological contract elements affects retention of critical key global managers. We find that higher retention of the key management team members leads to higher performance after acquisition. We also find that the development of the psychological contract has a positive impact on the retention of key managers with global supply-chain relations. © 2010 Elsevier Inc

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Profit Constraints on Managerial Autonomy: Managerial Theory and the Unmaking of the Corporation President

Cited by 138 publications

References 20 publications

External management succession, human capital, and firm performance: an integrative analysis

External management succession, human capital, and firm performance: an integrative analysis

Top Management Teams’ demographic characteristics and their influence on strategic change

Supply-chain corporate venturing through acquisition: Key management team retention

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