LUBS5994M
Module Reading List

Lecture 1. Corporate Leadership: An Introduction

(i) Cannella, B., Finkelstein, S., & Hambrick, D.C. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards [Chapter 1 & Chapter 2]. Oxford University Press.   

(ii) Hambrick, D.C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2): 193-206.  

(iii) Gavetti, G., Greve, H. R., Levinthal, D. A., & Ocasio, W. (2012). The behavioral theory of the firm: Assessment and prospects. Academy of Management Annals, 6(1): 1-40.  Available as an Online Course Reading in Minerva 

Lecture 2. CEOs: Influence of Experiential and Psychological Makeup on Strategic Decisions

(i) Cannella, B., Finkelstein, S., & Hambrick, D.C. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards [Chapter 3 & Chapter 4]. Oxford University Press.  

(ii) Chatterjee, A., & Hambrick, D. C. (2007). It's all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, 52(3): 351-386.  

(iii) Zhang, Z., Wang, X., & Jia, M. (2021). Poverty as a Double‐Edged Sword: How CEOs’ Childhood Poverty Experience Affect Firms’ Risk Taking. British Journal of Management. DOI: 10.1111/1467-8551.12515  

Lecture 3. CEOs: Departure, Succession, and Consequences

(i) Cannella, B., Finkelstein, S., & Hambrick, D.C. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards [Chapter 6 & Chapter 7]. Oxford University Press.  

(ii) Kavadis, N., Heyden, M.L., & Sidhu, J.S. (2020). Fresh in the saddle: The influence of a new CEO's vision and origin, and CEO succession type on market actors' reactions. Long Range Planning. https://doi.org/10.1016/j.lrp.2020.102050  

(iii) Shen, W., & Cannella Jr, A. A. (2002). Power dynamics within top management and their impacts on CEO dismissal followed by inside succession. Academy of Management Journal, 45(6): 1195-1206.  

Lecture 4. TMTs: Composition, Structure, and Processes

(i) Cannella, B., Finkelstein, S., & Hambrick, D.C. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards [Chapter 5]. Oxford University Press.  

(ii) Heyden, M.L., Sidhu, J.S., van Den Bosch, F.A.J., & Volberda, H.W. (2012). Top management team search and new knowledge creation: how top management team experience diversity and shared vision influence innovation. International Studies of Management & Organization, 42(4): 27-51.  

(iii) Narayan, S., Sidhu, J.S., & Volberda, H.W. (2021). From attention to action: The influence of cognitive and ideological diversity in top management teams on business model innovation. Journal of Management Studies, 58(8): 2082-2110.  

(iv) Simsek, Z., Veiga, J. F., Lubatkin, M. H., & Dino, R. N. (2005). Modeling the multilevel determinants of top management team behavioral integration. Academy of Management Journal, 48(1): 69-84.  

Lecture 5. Corporate Governance: Key Internal and External Actors

(i) Solomon, J. (2021). Corporate Governance and Accountability[5th Edition: Chapter 1 & Chapter 2]. John Wiley & Sons. Available as an Online Course Reading in Minerva 

(ii) Cuervo, A. (2002). Corporate governance mechanisms: A plea for less code of good governance and more market control. Corporate Governance: An International Review, 10(2): 84-93.  Available online 

(iii) Van Ees, H., Gabrielsson, J., & Huse, M. (2009). Toward a behavioral theory of boards and corporate governance. Corporate Governance: An International Review, 17(3): 307-319.  Available online 

Lecture 6. BoDs: Monitoring and Advising the Executive Function

(i) Cannella, B., Finkelstein, S., & Hambrick, D.C. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards [Chapter 8]. Oxford University Press.  

(ii) Boivie, S., Withers, M. C., Graffin, S. D., & Corley, K. G. (2021). Corporate directors' implicit theories of the roles and duties of boards. Strategic Management Journal, 42(9): 1662-1695.  

(iii) Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24(3): 489-505.  

(iv) Pozen, R. C. (2010). The Big Idea: The Case for Professional Boards. Harvard Business Review, 88(12): 50– 58.  

Lecture 7. Corporate Leadership: Strategy and Innovation

(i) Firk, S., Gehrke, Y., Hanelt, A., & Wolff, M. (2021). Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces. Long Range Planning. https://doi.org/10.1016/j.lrp.2021.102166.  

(ii) Klarner, P., Probst, G., & Useem, M. (2020). Opening the black box: Unpacking board involvement in innovation. Strategic Organization, 18(4): 487-519.  

(iii) Kurzhals, C., Graf‐Vlachy, L., & König, A. (2020). Strategic leadership and technological innovation: A comprehensive review and research agenda. Corporate Governance: An International Review, 28(6): 437-464.  Available online 

(iv) Makri, M., Lane, P. J., & Gomez‐Mejia, L. R. (2006). CEO incentives, innovation, and performance in technology‐intensive firms: a reconciliation of outcome and behavior‐based incentive schemes. Strategic Management Journal, 27(11): 1057-1080.  

Lecture 8. Corporate Leadership: Purpose and Positive Social Impact (CSR, ESG, SDGs)

(i) Battilana, J., Obloj, T., Pache, A. C., & Sengul, M. (2020). Beyond Shareholder Value Maximization: Accounting for Financial/Social Tradeoffs in Dual-Purpose Companies. Academy of Management Review. https://doi.org/10.5465/amr.2019.0386.  

(ii) Paine, L.S. (2014). Sustainability in the boardroom. Harvard Business Review, 92(7): 86-94.  

(iii) Scherer, A. G., & Voegtlin, C. (2020). Corporate governance for responsible innovation: Approaches to corporate governance and their implications for sustainable development. Academy of Management Perspectives, 34(2): 182-208.  

(iv) Stolker, J., Keskin den Doelder, B., & Sidhu, J.S (2020). Climate-related reporting by publicly listed companies in The Netherlands: an attention-action mapping. Maandblad Voor Accountancy en Bedrijfseconomie, 94(7/8): 285-292.  Available online 

 Lecture 9. Guest Lecture: Role of Non-Executive Directors in Good Governance

(i) Cannella, B., Finkelstein, S., & Hambrick, D.C. (2009). Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards [Chapter 9]. Oxford University Press.  

(ii) Pass, C. (2004). Corporate governance and the role of non-executive directors in large UK companies: An empirical study. Corporate Governance: The International Journal of Business in Society, 4(2): 52–63.  

(iii) Zattoni, A., & Cuomo, F. (2010). How independent, competent and incentivized should non‐executive directors be? An empirical investigation of good governance codes. British Journal of Management, 21(1): 63-79.  

Lecture 10. Corporate Leaders, Activism and Business Performance

(i) Branicki, L., Brammer, S., Pullen, A., & Rhodes, C. (2021). The morality of “new” CEO activism. Journal of Business Ethics, 170(2): 269-285.  

(ii) Hambrick, D. C., & Wowak, A. J. (2021). CEO sociopolitical activism: A stakeholder alignment model. Academy of Management Review, 46(1): 33-59.  

(iii) Krause, Ryan, and Toyah L. Miller (2020). "From strategic leaders to societal leaders: On the expanding social role of executives and boards." Journal of Management, 46(8): 1315-1321.  

This list was last updated on 31/12/2021