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

Mason, Phyllis A.; Hambrick, Donald C.

doi:10.2307/258434

Cited by 7,332 publications

(9,282 citation statements)

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“…Similarly, upper level managers in many British organizations have historically been educated at Eton and then at Cambridge or Oxford (Hambrick & Mason, 1984). Relying on a more narrow range of sources that are very well known to employers can increase the reliability of information about potential employees, and hence increase predictability about how they will fit into the organization.…”

Section: On the Nature And Importance Of Cultural Tightness-loosenessmentioning

confidence: 99%

On the nature and importance of cultural tightness-looseness.

Gelfand

Nishii

Raver

2006

Journal of Applied Psychology

810

910

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Cross-cultural research is dominated by the use of values despite their mixed empirical support and their limited theoretical scope. This article expands the dominant paradigm in cross-cultural research by developing a theory of cultural tightness-looseness (the strength of social norms and the degree of sanctioning within societies) and by advancing a multilevel research agenda for future research. Through an exploration of the top-down, bottom-up, and moderating impact that cultural tightness-looseness has on individuals and organizations, as well as on variance at multiple levels of analysis, the theory provides a new and complementary perspective to the values approach.

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Section: On the Nature And Importance Of Cultural Tightness-loosenessmentioning

confidence: 99%

On the nature and importance of cultural tightness-looseness.

Gelfand

Nishii

Raver

2006

Journal of Applied Psychology

810

910

View full text Add to dashboard Cite

show abstract

“…In public service providers, such as NHS FTs, responsiveness to stakeholders and stewardship is important. NHS FTs also provide an excellent case to examine the upper echelon theory put forward by Hambrick and Mason (1984). Under upper echelon theory a firm's strategic choices reflect top management, i.e.…”

Section: •How Does the Position Of Women (Chair Or Chief Executive) Omentioning

confidence: 99%

New development: Women with altitude—exploring the influence of female presence and leadership on boards of directors

Ellwood

García‐Lacalle

2017

Public Money & Management

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“…Factor 3 was actions in decline and turnaround situations, including works by Bibeault (1982), and seminal works on TMT (Hambrick & Mason, 1984). This factor is also composed of prescriptive works such as contingency theory for turnaround (Hofer, 1980), hierarchy of change and structural growth (Katz & Kahn, 1966) and a chapter on competitive strategy in declining industries from Michael Porter's book (Porter, 1980).…”

Section: -2014mentioning

confidence: 99%

“…For example, they could consider the TMT as a strategic resource (Hoskisson, Hitt, Wan, & Yiu, 1999), whose impact is manifested in the allocation of resources (Hambrick & Mason, 1984), which could prevent decline and lead companies down the path to restructuring (Pandit, 2000). Some studies on organizational success highlight the role of the leaders and cognitive behavior of the management in relation to performance (e.g., Hambrick & D'Aveni, 1988;Hambrick & Mason, 1984). There are a growing body of studies considering the influence of the board during crises (e.g., Dowell, Schakell, & Stuart, 2011).…”

Section: Challenges To Overcome When Conducting Research On Decline Amentioning

confidence: 99%

Organizational Decline Research Review: Challenges and Issues for a Future Research Agenda

Serra

Pinto

Guerrazzi

et al. 2017

BAR, Braz. Adm. Rev.

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Organizational decline is related to the deterioration of the resource base and performance of an organization for a sustained period of time. Although some studies have been conducted, it remains an understudied phenomenon, despite its importance. The study of organizational decline is faced with challenges to improving and increasing research. In this study, we analyze the scientific field of organizational decline in business and management journals with a high impact factor. We conducted a mixed-method study: a bibliometric study of a sample of 214 articles, and a qualitative study with 41 authors. We used an analysis of citations, co-citations and factor analysis. This enabled the identification of the most influential works and their conceptual approaches. The interviews with the authors were analyzed using content analysis, which complemented our understanding of the challenges and problems facing the theme. The results show that organizational decline can be organized into three different aspects: organizational decline itself; studies on turnaround; and mortality. Specific challenges to overcome are related to a better definition, cognitive issues and other issues on decision-making and specific methodological problems. In addition, it is necessary to evaluate whether theories that explain growth are also able to explain decline.

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

Cited by 7,332 publications

References 0 publications

On the nature and importance of cultural tightness-looseness.

On the nature and importance of cultural tightness-looseness.

New development: Women with altitude—exploring the influence of female presence and leadership on boards of directors

Organizational Decline Research Review: Challenges and Issues for a Future Research Agenda

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