Session 194

CEOs and Top Management Teams

Track F

Date: Monday, October 12, 2009


Time: 17:15 – 18:30


Room: Meeting Room 3

Session Chair:
James Wade, Emory University

Title: A Glimpse of Eternity: Existential Concerns in the Management Team and Investment Decisions


  • Jean-Malik Dumas, Tilburg University

Abstract: Extant research in psychology shows that individuals and groups are trying to deny their own finitude. Until recently, the issue received little attention from management researchers. This study investigates how the loss of a member in a top management team can impact on the collective cognitive schema. Subsequently, death salience may lead to specific defensive strategies oriented toward the extension of a symbolic existence evidenced in following investment decisions. Results from a quantitative analysis are supporting the existence of a short-lived effect of death salience on firm’s asset portfolio composition. This relation is moderated by the age of the deceased team member. This first step contributes to the understanding of the impact of existential concerns on decision makers and corporate strategy.

Title: Dynamic Managerial Capabilities: Configuration and Orchestration of the Top Management Team Resources


  • Yasemin Kor, University of Cambridge
  • Andrea Mesko, University Of South Carolina

Abstract: This paper makes contributions to the dynamic capabilities and TMT literatures by developing a theoretical arguments and predictions about the co-evolution of firm’s dominant logic and TMT configuration. Our theory brings to the foreground the notion of firm’s dominant logic as the missing link between configuration of TMT resources and reconfiguration of the firm’s resources and capabilities. We also highlight the importance of effective orchestration of TMT resources through maintaining positive team dynamics. Our theory also captures the feedback effects of TMT configuration and orchestration functions on the ability of the CEO to reevaluate and adjust a firm’s dominant logic, which is central to firm’s strategic renewal.

Title: The Martha Effect: An Examination of the Negative Returns to Status for Executives


  • Joseph Porac, New York University
  • Scott Graffin, University of Georgia
  • James Wade, Emory University

Abstract: While there is a general consensus that high status individuals generally receive positive returns to their status, we propose that high-status executives will, in the longer-term, also incur negative returns to their status. We refer to these negative returns to status as the Martha effect and we theoretically examine how some of the same mechanisms that led to these executives being exalted may eventually cause such executives, and the firms that employ them, negative returns in the longer term.

Title: Titular Figureheads and Unconstrained Managers: How Does the Role of the CEO Differ Cross-Nationally?


  • Craig Crossland, University of Notre Dame

Abstract: I argue that the fundamental role played by CEOs differs cross-nationally. Building on recent research indicating that managerial discretion differs systematically across countries, I theorize that, in low-discretion national environments, CEOs will tend more toward occupying a “titular figurehead” role. In contrast, CEOs in high-discretion national environments will tend more toward occupying an “unconstrained manager” role. These roles will be reflected in two distinct domains. First, CEOs in high-discretion environments will be more likely to depart office following poor firm performance. Second, CEOs in high-discretion environments will enter office at younger ages, and will show greater heterogeneity in entry age, exit age, and tenure. I use a 5-year, 15-country sample of over 700 public firms and over 1200 CEOs to test these ideas.

All Sessions in Track F...

Sun: 10:00 – 11:30
Session 260: Writing Workshop for Doctoral Students and Junior Faculty
Sun: 13:00 – 14:30
Session 261: Shareholder Primacy and Corporate Policy
Sun: 15:00 – 16:30
Session 262: The Role of Government in M&A Activity
Sun: 16:30 – 17:30
Session 310: Corporate Strategy & Governance, IG Meeting
Mon: 12:45 – 14:00
Session 198: Perspectives on CEO Succession
Session 228: Business Groups, Alliances, and Contracts
Mon: 15:45 – 17:00
Session 229: Alliances and Corporate Strategy
Session 230: Ownership Determinants and Consequences
Mon: 17:15 – 18:30
Session 194: CEOs and Top Management Teams
Session 197: Diversity, Identity, and Corporate Governance
Session 233: Top Executives and Directors in Organizational Dynamics
Tue: 10:00 – 11:15
Session 199: Executive Compensation
Session 200: Social Psychological Perspectives of CEOs
Tue: 11:30 – 12:45
Session 195: Competitive Dynamics of Business Groups
Session 234: Constraints and Catalysts on Corporate Growth
Tue: 14:30 – 15:45
Session 226: Relatedness, Dominant Logics, and Other Diversification Logics
Session 231: Institutions and Agents
Wed: 10:00 – 11:15
Session 227: Corporate Strategy & Diversification
Session 232: Stakeholders in the Corporate Governance Equation
Wed: 11:30 – 12:45
Session 196: Behavioral Perspectives on Boards of Directors
Session 225: Acquisitions and Corporate Strategy

Strategic Management Society

Washington DC