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Upper echelons theory revisited: The need for a change from causal description to casual explanation
16 references·0 citing·45 second hopsampled
Upper echelons theory revisited: The need for a change from causal description to casual explanation (2014)Upper echelons theory revisited: The need…Deep-level composition variables as predictors of team performance: A meta-analysis. (2007)Deep-level composition variab…What we know about Leadership (2005)What we know about LeadershipWhich comes first: Employee attitudes or organizational financial and market performance? (2003)Which comes first: Employee a…The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance. (2003)The impact of chief executive…Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review (2003)Relationships between psychol…TIME, TEAMS, AND TASK PERFORMANCE: CHANGING EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON GROUP FUNCTIONING. (2002)TIME, TEAMS, AND TASK PERFORM…Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. (2002)Business-unit-level relations…HIGH-INVOLVEMENT WORK PRACTICES, TURNOVER, AND PRODUCTIVITY: EVIDENCE FROM NEW ZEALAND. (2001)HIGH-INVOLVEMENT WORK PRACTIC…Five-factor model of personality and transformational leadership. (2000)Five-factor model of personal…BEYOND RELATIONAL DEMOGRAPHY: TIME AND THE EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON WORK GROUP COHESION. (1998)BEYOND RELATIONAL DEMOGRAPHY:…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)THE IMPACT OF HUMAN RESOURCE …THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE …THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. 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(2003)Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda (2007)Refining the relationship between personality and subjective well-being. (2008)The balanced scorecard : measures that drive performance (1992)DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE. (1999)The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (1999)Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: Antecedents and Consequences (1993)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)American Economic Review (2019)Research in Organizational Behavior (1984)Toward a Model of Organizations as Interpretation Systems (1984)Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups (1996)Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance (1999)Work Group Diversity and Group Performance: An Integrative Model and Research Agenda. (2004)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Does the stock market fully value intangibles? 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References

  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 2002Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.4,617 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.3,153 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE.3,152 cited
  • 1989Top management and innovations in banking: Does the composition of the top team make a difference?2,950 cited
  • 1998BEYOND RELATIONAL DEMOGRAPHY: TIME AND THE EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON WORK GROUP COHESION.2,182 cited
  • 2001HIGH-INVOLVEMENT WORK PRACTICES, TURNOVER, AND PRODUCTIVITY: EVIDENCE FROM NEW ZEALAND.1,738 cited
  • 2000Five-factor model of personality and transformational leadership.1,382 cited
  • 2002TIME, TEAMS, AND TASK PERFORMANCE: CHANGING EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON GROUP FUNCTIONING.1,380 cited
  • 2007Deep-level composition variables as predictors of team performance: A meta-analysis.1,137 cited
  • 2005What we know about Leadership1,130 cited
  • 2003Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review1,046 cited

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  • 2003The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance.653 cited
  • 1989Top management group heterogeneity and firm performance635 cited
  • 2003Which comes first: Employee attitudes or organizational financial and market performance?516 cited
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