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Group polarization on corporate boards: Theory and evidence on board decisions about acquisition premiums
16 references·16 citing·49 second hopsampled
Group polarization on corporate boards: Theory and evidence on board decisions about acquisition premiums (2012)Group polarization on corporate boards: T…The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems (1999)The Modern Industrial Revolut…COLLABORATION IN THE BOARDROOM: BEHAVIORAL AND PERFORMANCE CONSEQUENCES OF CEO-BOARD SOCIAL TIES. (1999)COLLABORATION IN THE BOARDROO…Meta-analytic reviews of board composition, leadership structure, and financial performance (1998)Meta-analytic reviews of boar…Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris (1997)Explaining the Premiums Paid …What Do Interlocks Do? An Analysis, Critique, and Assessment of Research on Interlocking Directorates (1996)What Do Interlocks Do? An Ana…The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves (1996)The Influence of Top Manageme…Who Shall Govern? CEO/Board Power, Demographic Similarity, and New Director Selection (1995)Who Shall Govern? CEO/Board P…CEO duality and firm performance: A contingency model (1995)CEO duality and firm performa…Top Management Team Demography and Process: The Role of Social Integration and Communication (1994)Top Management Team Demograph…POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION. (1992)POWER IN TOP MANAGEMENT TEAMS…Agents without Principles? The Spread of the Poison Pill through the Intercorporate Network (1991)Agents without Principles? Th…The Hubris Hypothesis of Corporate Takeovers (1986)The Hubris Hypothesis of Corp…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…The Escalation of Commitment To a Course of Action (1981)The Escalation of Commitment …Judgment under Uncertainty: Heuristics and Biases (1974)Judgment under Uncertainty: H…A Theory of Cognitive Dissonance (1957)A Theory of Cognitive Dissona…Board diversity’s antecedents and consequences: A review and research agenda (2022)Board diversity’s antecedents…Corporate Governance Research in the Wake of a Systemic Crisis: Lessons and Opportunities from the COVID‐19 Pandemic (2021)Corporate Governance Research…Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020)Too Unsafe to Monitor? How Bo…Top management team demographic‐faultline strength and strategic change: What role does environmental dynamism play? (2019)Top management team demograph…The influence of board chairs on director engagement: A case‐based exploration of boardroom decision‐making (2018)The influence of board chairs…Dominant Coalitions Directing Acquisitions: Different Decision Makers, Different Decisions (2018)Dominant Coalitions Directing…No Substitute for Experience: Presidents, Advisers, and Information in Group Decision Making (2017)No Substitute for Experience:…Increasing women's contribution on board decision making: The importance of chairperson leadership efficacy and board openness (2017)Increasing women's contributi…Mergers and acquisitions by Chinese firms: A review and comparison with other mergers and acquisitions research in the leading journals (2016)Mergers and acquisitions by C…When Experts Become Liabilities: Domain Experts on Boards and Organizational Failure (2015)When Experts Become Liabiliti…How boards’ internal and external social capital interact to affect firm performance (2015)How boards’ internal and exte…Are Boards Designed to Fail? The Implausibility of Effective Board Monitoring (2015)Are Boards Designed to Fail? …Who's in charge here? Co‐CEOs, power gaps, and firm performance (2014)Who's in charge here? Co‐CEOs…Anchoring on the acquisition premium decisions of others (2014)Anchoring on the acquisition …An Observational Analysis of the Impact of Board Dynamics and Directors' Participation on Perceived Board Effectiveness (2014)An Observational Analysis of …How Directors' Prior Experience with Other Demographically Similar CEOs Affects Their Appointments onto Corporate Boards and the Consequences for CEO Compensation (2013)How Directors' Prior Experien…A Theory of Social Comparison Processes (1954)Agency Problems and the Theory of the Firm (1980)Outside directors and CEO turnover (1988)Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study (2001)CEO Overconfidence and Corporate Investment (2005)Who makes acquisitions? 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this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1974Judgment under Uncertainty: Heuristics and Biases28,742 cited
  • 1957A Theory of Cognitive Dissonance24,224 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1986The Hubris Hypothesis of Corporate Takeovers3,764 cited
  • 1992POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION.2,389 cited
  • 1998Meta-analytic reviews of board composition, leadership structure, and financial performance2,327 cited
  • 1996The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves2,136 cited
  • 1997Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris1,793 cited
  • 1996What Do Interlocks Do? An Analysis, Critique, and Assessment of Research on Interlocking Directorates1,782 cited
  • 1981The Escalation of Commitment To a Course of Action1,692 cited
  • 1999The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems1,659 cited
  • 1994Top Management Team Demography and Process: The Role of Social Integration and Communication1,434 cited
  • 1991Agents without Principles? The Spread of the Poison Pill through the Intercorporate Network1,380 cited
  • 1995Who Shall Govern? CEO/Board Power, Demographic Similarity, and New Director Selection1,235 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 1999COLLABORATION IN THE BOARDROOM: BEHAVIORAL AND PERFORMANCE CONSEQUENCES OF CEO-BOARD SOCIAL TIES.1,208 cited
  • 1995CEO duality and firm performance: A contingency model1,166 cited
  • Cited by

    • 2019Top management team demographic‐faultline strength and strategic change: What role does environmental dynamism play?220 cited
    • 2017No Substitute for Experience: Presidents, Advisers, and Information in Group Decision Making200 cited
    • 2015Are Boards Designed to Fail? The Implausibility of Effective Board Monitoring139 cited
    • 2020Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring130 cited
    • 2015How boards’ internal and external social capital interact to affect firm performance127 cited
    • 2013How Directors' Prior Experience with Other Demographically Similar CEOs Affects Their Appointments onto Corporate Boards and the Consequences for CEO Compensation122 cited
    • 2018Dominant Coalitions Directing Acquisitions: Different Decision Makers, Different Decisions119 cited
    • 2016Mergers and acquisitions by Chinese firms: A review and comparison with other mergers and acquisitions research in the leading journals113 cited
    • 2021Corporate Governance Research in the Wake of a Systemic Crisis: Lessons and Opportunities from the COVID‐19 Pandemic102 cited
    • 2015When Experts Become Liabilities: Domain Experts on Boards and Organizational Failure101 cited
    • 2014Who's in charge here? Co‐CEOs, power gaps, and firm performance100 cited
    • 2014An Observational Analysis of the Impact of Board Dynamics and Directors' Participation on Perceived Board Effectiveness100 cited
    • 2022Board diversity’s antecedents and consequences: A review and research agenda95 cited
    • 2014Anchoring on the acquisition premium decisions of others90 cited
    • 2018The influence of board chairs on director engagement: A case‐based exploration of boardroom decision‐making86 cited
    • 2017Increasing women's contribution on board decision making: The importance of chairperson leadership efficacy and board openness80 cited