Corporate elites and corporate strategy: how demographic preferences and structural position shape the scope of the firm
dc.contributor.author | Jensen, Michael | en_US |
dc.contributor.author | Zajac, Edward J. | en_US |
dc.date.accessioned | 2006-04-19T13:42:30Z | |
dc.date.available | 2006-04-19T13:42:30Z | |
dc.date.issued | 2004-06 | en_US |
dc.identifier.citation | Jensen, Michael; Zajac, Edward J. (2004)."Corporate elites and corporate strategy: how demographic preferences and structural position shape the scope of the firm." Strategic Management Journal 25(6): 507-524. <http://hdl.handle.net/2027.42/34616> | en_US |
dc.identifier.issn | 0143-2095 | en_US |
dc.identifier.issn | 1097-0266 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/34616 | |
dc.description.abstract | This study combines elements of the upper echelons and agency perspectives to resolve some of the ambiguity surrounding how corporate elites affect corporate strategy. We propose and test the notion that while differences in individual characteristics of corporate elites may imply different preferences for particular corporate strategies such as diversification and acquisitions, these basic preferences, when situated in different agency contexts (e.g., CEO, outsider director, non-CEO top management team member), generate very different strategic outcomes. Our detailed empirical findings, based on extensive longitudinal governance and corporate strategy data from large U.S. corporations, also highlight the pitfalls of using aggregate units of analysis (e.g., board of directors or top management team) when studying the influence of corporate elites on corporate strategy. Copyright © 2004 John Wiley & Sons, Ltd. | en_US |
dc.format.extent | 162689 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | John Wiley & Sons, Ltd. | en_US |
dc.subject.other | Business, Finance & Management | en_US |
dc.title | Corporate elites and corporate strategy: how demographic preferences and structural position shape the scope of the firm | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Business (General) | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | University of Michigan Business School, Ann Arbor, Michigan, U.S.A. ; University of Michigan Business School, 701 Tappan Street, Ann Arbor, MI 48109-1234, U.S.A. | en_US |
dc.contributor.affiliationother | Kellogg School of Management, Northwestern University, Evanston, Illinois, U.S.A. | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/34616/1/393_ftp.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1002/smj.393 | en_US |
dc.identifier.source | Strategic Management Journal | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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