Standout Papers

Upper Echelons: The Organization as a Reflection of Its Top Managers 1984 2026 1998 2012 7.1k
  1. Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)
    Donald C. Hambrick et al. Academy of Management Review
  2. Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)
    Donald C. Hambrick et al. Academy of Management Review
  3. Upper Echelons Theory: An Update (2007)
    Donald C. Hambrick Academy of Management Review
  4. Strategic leadership: theory and research on executives, top management teams, and boards (2009)
    Sydney Finkelstein, Donald C. Hambrick et al. Choice Reviews Online
  5. Top-Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion (1990)
    Sydney Finkelstein, Donald C. Hambrick Administrative Science Quarterly
  6. The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves (1996)
    Donald C. Hambrick, Ming-Jer Chen et al. Administrative Science Quarterly
  7. It's All about Me: Narcissistic Chief Executive Officers and Their Effects on Company Strategy and Performance (2007)
    Arijit Chatterjee, Donald C. Hambrick Administrative Science Quarterly
  8. Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris (1997)
    Mathew Hayward, Donald C. Hambrick Administrative Science Quarterly
  9. Managerial discretion: A bridge between polar views of organizational outcomes. (1987)
    Donald C. Hambrick, Sydney Finkelstein Research in Organizational Behavior
  10. Some Tests of the Effectiveness and Functional Attributes of Miles and Snow's Strategic Types. (1983)
    Donald C. Hambrick Academy of Management Journal
  11. Strategic Leadership: Top Executives and Their Effects on Organizations (1997)
    Rhonda K. Reger, Sydney Finkelstein et al. Academy of Management Review
  12. Top executive commitment to the status quo: Some tests of its determinants (1993)
    Donald C. Hambrick, Marta A. Geletkanycz et al. Strategic Management Journal
  13. Political Ideologies of CEOs (2013)
    M. K. Chin, Donald C. Hambrick et al. Administrative Science Quarterly
  14. The External Ties of Top Executives: Implications for Strategic Choice and Performance (1997)
    Marta A. Geletkanycz, Donald C. Hambrick Administrative Science Quarterly
  15. SPEED, STEALTH, AND SELECTIVE ATTACK: HOW SMALL FIRMS DIFFER FROM LARGE FIRMS IN COMPETITIVE BEHAVIOR. (1995)
    Donald C. Hambrick Academy of Management Journal
  16. The Field of Management's Devotion to Theory: Too Much of a Good Thing? (2007)
    Donald C. Hambrick Academy of Management Journal
  17. DIVERSIFICATIONPOSTURE AND TOP MANAGEMENT TEAM CHARACTERISTICS. (1992)
    John G. Michel, Donald C. Hambrick Academy of Management Journal
  18. Attention as the Mediator Between Top Management Team Characteristics and Strategic Change: The Case of Airline Deregulation (2006)
    Theresa S. Cho, Donald C. Hambrick Organization Science
  19. The Seasons of a Ceo's Tenure (1991)
    Donald C. Hambrick et al. Academy of Management Review
  20. Large Corporate Failures as Downward Spirals (1988)
    Donald C. Hambrick, Richard A. D'Aveni Administrative Science Quarterly
  21. Factional Groups: A New Vantage on Demographic Faultlines, Conflict, and Disintegration in Work Teams (2005)
    Jiatao Li, Donald C. Hambrick Academy of Management Journal
  22. Swinging for the Fences: The Effects of Ceo Stock Options on Company Risk Taking and Performance (2007)
    Wm. Gerard Sanders, Donald C. Hambrick Academy of Management Journal
  23. Chief executive compensation: A study of the intersection of markets and political processes (1989)
    Sydney Finkelstein, Donald C. Hambrick Strategic Management Journal
  24. Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors (2005)
    Donald C. Hambrick, Sydney Finkelstein et al. Academy of Management Review
  25. Top Team Deterioration as Part of the Downward Spiral of Large Corporate Bankruptcies (1992)
    Donald C. Hambrick, Richard A. D'Aveni Management Science
  26. Conceptualizing executive hubris: the role of (hyper‐)core self‐evaluations in strategic decision‐making (2005)
    Nathan J. Hiller, Donald C. Hambrick Strategic Management Journal
  27. The Executive Effect: Concepts and Methods for Studying Top Managers. (1990)
    Morgan W. McCall, Donald C. Hambrick Industrial and Labor Relations Review
  28. Executive Personality, Capability Cues, and Risk Taking (2011)
    Arijit Chatterjee, Donald C. Hambrick Administrative Science Quarterly
  29. Has the “CEO effect” increased in recent decades? A new explanation for the great rise in America's attention to corporate leaders (2014)
    Timothy J. Quigley, Donald C. Hambrick Strategic Management Journal

Immediate Impact

1 by Nobel laureates 1 from Science/Nature 154 standout
Sub-graph 1 of 14

Citing Papers

Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research
2011 Standout
Who makes acquisitions? CEO overconfidence and the market's reaction☆
2008 Standout
63 intermediate papers

Works of Donald C. Hambrick being referenced

Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris
1997 Standout
Some Tests of the Effectiveness and Functional Attributes of Miles and Snow's Strategic Types.
1983 Standout
and 32 more

Author Peers

Author Last Decade Papers Cites
Donald C. Hambrick 24691 17284 24204 157 52.7k
Jeffrey Pfeffer 17592 19480 9611 242 50.7k
Michael A. Hitt 30213 14016 18542 318 50.4k
Shaker A. Zahra 24052 15164 15265 262 47.3k
James G. March 30532 13563 8759 160 64.7k
Jay B. Barney 39390 14656 13149 163 65.1k
Walter W. Powell 20520 10085 6121 79 46.0k
Paul DiMaggio 16611 11522 6369 95 50.2k
Danny Miller 17651 19301 14583 282 41.6k
Luis R. Gómez‐Mejía 8263 17096 17970 202 28.3k
Charles A. O’Reilly 11121 12079 4496 152 30.1k

All Works

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2026