Upper Echelons: The Organization as a Reflection of Its Top Managers

Hambrick, Donald C.; Mason, Phyllis A.

doi:10.5465/amr.1984.4277628

Cited by 7,636 publications

(2,992 citation statements)

References 41 publications

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“…According to (Hambrick & Pettigrew, 2001) the theory of strategic leadership has evolved from the original upper echelons theory developed by Hambrick and Mason (1984) to study the instrumental ways in which the dominant coalition effects organizational outcomes and the symbolism and social construction of top executives.…”

Section: Strategic Leadershipmentioning

confidence: 99%

Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

Abuzaid

2016

IJBM

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Organizations need to be ambidextrous to acquire new capabilities to be compatible with changing business environment and at the same time to employ its available capabilities to achieve the efficiency. The leadership contributes in building organizational ambidexterity through creating the context of ambidexterity. Therefore, the purpose of this study is to identify the impact of strategic leadership on the organizational ambidexterity of the (94) Jordanian chemical manufacturing companies operating at King Abdullah II Ibn Al-Hussein Industrial City. The sample of the study includes all the study population. The sampling unit and analysis (respondents) composed of the Chief Executive Officers (CEO) of all target companies. In order to achieve the study objectives, the researcher designed a questionnaire to collect the required data from study sample. To test the hypotheses the multiple regression analysis used. Empirical results indicated that the strategic leadership has a positive impact on organizational ambidexterity. Based on the results of the study, the strategic leader must be having the following skills: visioning, focusing, and implementing. In addition, researchers should conduct additional studies in strategic leadership and organizational ambidexterity in the different industries and contexts, especially in the service companies and taking other dimensions of strategic leadership rather than visioning, focusing, and implementing.

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Section: Strategic Leadershipmentioning

confidence: 99%

Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

Abuzaid

2016

IJBM

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“…The analysis is based on the perceptions of the cooperatives' executives and the cooperative management boards' reactions to the economic crisis. An external event can be perceived differently by different managers, and according to the upper echelons theory, the executives' cognitions and perceptions can have an influence on their strategic decision-making tendencies (Hambrick and Mason 1984). Thus, it becomes crucial to take into account the managerial perceptions when investigating how the organizations strategically adapt to economic crises.…”

Section: Methodsmentioning

confidence: 99%

Adaptation strategies for the Greek agricultural cooperatives during the economic crisis

Kontogeorgos¹,

Chatzitheodoridis²,

Loizou³

2016

AGR ECON-CZECH

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Because of the Greek economic crisis, almost all businesses are facing diffi cult times with severe consequences for employment and the whole economy. Responding to the economic crisis, the companies cut off investments, wages and reduced personnel. However, the companies have to adapt their business strategies to cope with the crisis. Th is paper conducts a strategic assessment of the Greek agricultural cooperatives during the fi rst half of 2013 using in-depth interviews with cooperative executives in order to illustrate how they have responded to the crisis and also to investigate their strategic options for the upcoming period. Th e results of the analysis show that agricultural cooperatives have chosen the retrenchment and cost-cutting strategies by restraining their activities while they appear eager to export their production. In addition, the cash shortage forced them to count exclusively on their members to fi nance any new economic activity. According to the cooperatives' executives, their adaption strategies exclude abandoning the activities and selling the equipment and their real estate properties, while they involve exports, the experienced personnel and marketing investments. Th ese results could provide helpful directions not only for the agricultural cooperatives' management boards but also for the food industry businesses operating under a severe economic situation such as the present Greek economic crisis.

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“…Prior research paid special attention to the influence of top teams demographic characteristics in strategic decisions (Hambrick & Mason, 1984). These authors argued that observable attributes could be valid and reliable indicators of managers' experiences, values, skills and information sources (Jehn, Northcraft & Neale, 1999;Joshi & Roh, 2009).…”

Section: Top Management Team Compositionmentioning

confidence: 99%

“…These works have included certain demographic variables, reaching very different conclusions and, in some cases, contradictory results. Such inconclusive evidence is due to the limitations arisen from the use of demographic attributes as approximations of the underlying characteristics of individuals (Hambrick & Mason, 1984;Forbes & Milliken, 1999;Nielsen, 2010).…”

Section: Top Management Team Compositionmentioning

confidence: 99%

“…Given these arguments, our study proposes to go a step further in Hambrick and Mason's (1984) assumptions. In this sense, while the Upper Echelon theory focuses mainly on the analysis of demographic characteristics, this research establishes as a starting point this limitation, and we will define different characteristics, both demographic and human capital, which will be included in the theoretical model.…”

Section: Top Management Team Compositionmentioning

confidence: 99%

See 1 more Smart Citation

Understanding the HRM-Performance Link: A Literature Review on the HRM Strategy Formulation Process

García-Carbonell

Alcázar²,

Gardey³

2014

IJBA

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Although most studies in strategic human resource management literature have deeply examined the relationship between HRM and performance, extant literature has shown mixed and inconclusive results. In general, researchers have usually focused on how organizations implement their HRM strategies, using the traditional 'content perspective'. In this sense, SHRM literature has paid less attention to the antecedents of these strategies and the internal dynamic by which HRM systems are defined. Therefore, considering the importance of formulation processes recognized in strategic process research, we propose an integrative model of study focused on the HRM strategy formulation process. From this point of view, we also identify different contingent factors that may impact this strategic process, trying to shed some more light on the complexity of this topic of research. Conclusions and implications of the study will be also discussed.

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Upper Echelons: The Organization as a Reflection of Its Top Managers

Cited by 7,636 publications

References 41 publications

Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A field Study on the Jordanian Chemical Manufacturing Companies

Adaptation strategies for the Greek agricultural cooperatives during the economic crisis

Understanding the HRM-Performance Link: A Literature Review on the HRM Strategy Formulation Process

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