SENIOR LEADERSHIP TEAMS

AND THE AGILE ORGANIZATION

Senior Leadership Teams and the Agile Organization builds on existing knowledge
in the leadership, teams, and strategic management literatures to examine and
explore how senior leadership teams drive the dynamic capabilities of organizations.
Organizational agility is a key dimension of organizational performance. This
volume focuses on senior leadership team processes and attributes that facilitate
organizational agility and the organization’s capacity to perform and rapidly pivot
in response to shifting strategic demands. Chapters summarize the current state of
knowledge, examine past research and theory, define research and theoretical gaps,
and consider how to address these gaps. In so doing, they offer an understanding
of how senior leadership teams drive and enable organizational activity.
The book is essential reading for researchers and professionals looking
to understand the intersection of leadership, team dynamics, organizational
psychology, organizational psychology, and strategic management, particularly
in relation to organizational agility and the senior leadership team.

Stephen J. Zaccaro is Professor of Psychology and Director of the Industrial-

Organizational Psychology Program at George Mason University, USA.

Nathan J. Hiller is Professor of Business and Executive Director of the Center

for Leadership at Florida International University, USA.

Richard J. Klimoski is Professor of Psychology and Management and the Associate

Dean for Research in the School of Business at George Mason University, USA.
SIOP Organizational Frontiers Series
Series Editors
Angelo DeNisi
Tulane University, USA
Kevin Murphy
University of Limerick, Ireland
Editorial Board
Derek R. Avery
Wake Forest University, USA
Jill Ellingson
University of Kansas, USA
Franco Fraccaroli
University of Trento, Italy
Susan Jackson
Rutgers University, USA
Paul Sparrow
Lancaster University, UK
Hannes Zacher
Liepzig University, Germany
Jing Zhou
Rice University, USA

The Organizational Frontiers Series is sponsored by the Society for Industrial

and Organizational Psychology (SIOP). Launched in 1983 to make scientific
contributions accessible to the field, the series publishes books addressing
emerging theoretical developments, fundamental and translational research, and
theory-driven practice in the field of Industrial-Organizational Psychology and
related organizational science disciplines including organizational behavior,
human resource management, and labor and industrial relations.
Books in this series aim to inform readers of significant advances in research;
challenge the research and practice community to develop and adapt new ideas;
and promote the use of scientific knowledge in the solution of public policy issues
and increased organizational effectiveness.
 The Series originated in the hope that it would facilitate continuous learning
and spur research curiosity about organizational phenomena on the part of both
scientists and practitioners.
The Society for Industrial and Organizational Psychology is an interna­
tional professional association with an annual membership of more than
8,000 industrial-organizational (I-O) psychologists who study and apply scien­
tific principles to the workplace. I-O psychologists serve as trusted partners to
business, offering strategically focused and scientifically rigorous solutions for
a number of workplace issues. SIOP’s mission is to enhance human well-being
and performance in organizational and work settings by promoting the science,
practice, and teaching of I-O psychology. For more information about SIOP,
please visit www.siop.org.

The Psychology of Entrepreneurship

New Perspectives
Edited by Michael M. Gielnik, Melissa S. Cardon, and Michael Frese

Understanding Trust in Organizations

A Multilevel Perspective
Edited by Nicole Gillespie, Ashley Fulmer, and Roy J. Lewicki

Age and Work

Advances in Theory, Methods, and Practice
Edited by Hannes Zacher & Cort W. Rudolph

Data, Methods and Theory in the Organizational Sciences

A New Synthesis
Edited by Kevin R. Murphy

Neurodiversity in the Workplace

Interests, Issues, and Opportunities
Edited by Susanne M. Bruyère and Adrienne Colella

Expatriates and Managing Global Mobility

Edited by Soo Min Toh and Angelo DeNisi

Senior Leadership Teams and the Agile Organization

Edited by Stephen J. Zaccaro, Nathan J. Hiller and Richard J. Klimoski

For more information about this series, please visit www.routledge.com/SIOP-Organizational­

Frontiers-Series/book-series/SIOP
SENIOR LEADERSHIP
TEAMS AND THE AGILE
ORGANIZATION

Edited by Stephen J. Zaccaro, Nathan J. Hiller

and Richard J. Klimoski
Cover image: Image created using the DALL-E 2 artificial intelligence system
First published 2024
by Routledge
605 Third Avenue, New York, NY 10158
and by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2024 selection and editorial matter, Stephen J. Zaccaro, Nathan J.
Hiller and Richard J. Klimoski; individual chapters, the contributors
The right of Stephen J. Zaccaro, Nathan J. Hiller and Richard J. Klimoski
to be identified as the authors of the editorial material, and of the authors
for their individual chapters, has been asserted in accordance with
sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
With the exception of Chapter 1, no part of this book may be reprinted or
reproduced or utilised in any form or by any electronic, mechanical, or
other means, now known or hereafter invented, including photocopying
and recording, or in any information storage or retrieval system, without
permission in writing from the publishers.
Chapter 1 of this book is freely available as a downloadable Open Access
PDF at www.taylorfrancis.com under a Creative Commons [Attribution-Non
Commercial-No Derivatives (CC-BY-NC-ND)] 4.0 license.
Trademark notice: Product or corporate names may be trademarks
or registered trademarks, and are used only for identification and
explanation without intent to infringe.
ISBN: 978-0-367-37333-7 (hbk)
ISBN: 978-0-367-37334-4 (pbk)
ISBN: 978-0-429-35316-1 (ebk)
DOI: 10.4324/9780429353161
Typeset in Times New Roman
by Apex CoVantage, LLC
CONTENTS

List of Contributors ix
Series Foreword: Senior Leadership Teams and the
Agile Organization xi

1 Senior Leadership Teams and the Agile Organization:

Introduction 1
Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

2 Organizational Agility and Organizational Effectiveness 24

Nathan J. Hiller and Sibel Ozgen

3 Dynamic Capabilities and the Nature of Organizational

Agility: Toward Managerial Theory 44
Ciaran Heavey and Zeki Simsek

4 Strategic Agility: Linking Strategic Framework

to Agile Framework 82
Maheshkumar P. Joshi (Mahesh)

5 Senior Leadership Teams: Characteristics and Key

Functions Enabling Strategic Agility 103
Mads E. Wedell-Wedellsborg and Peder Greve
viii Contents

6 Uncovering Patterns of Strategic Leadership Networks to

Support Organizational Agility 140
Dorothy R. Carter, Kristin L. Cullen-Lester, Pol Solanelles,
Justin M. Jones, and Stephanie V. Wormington

7 Creating the Interpersonal Context for Enabling

Organizational Agility: The Underappreciated Role of the
Chief of Staff 166
Steven Zhou and Richard J. Klimoski

8 CEO Characteristics and Organizational Agility 187

Stephen J. Zaccaro, Steven Zhou, and Christian J. Resick

9 Senior Leadership Team Composition, CEO–TMT

Interfaces, and the Potential for Dynamic Capabilities 223
Yan Ling and Li-Qun Wei

10 Creating Dynamic Capabilities for Agile Executive

Selection and Succession 246
Robert E. Ployhart, Donald J. Schepker, Patrick M.
Wright, Sam D. Strizver

11 Developing the Senior Leadership Team for

Dynamic Capabilities 291
David V. Day, Jay A. Conger, and Laura Dannhäuser

12 Executive Compensation: How Organizations Use Pay

Mix to Maximize Top Management Team Effectiveness
and Agility 317
Spenser M. Essman and Anthony J. Nyberg

13 Agility, Strategies, Dynamic Capabilities, Stakeholders,

and Strategic Leadership in the New Normal Environment 336
Michael A. Hitt, R. Michael Holmes Jr., and Sal Mistry

Index 363
CONTRIBUTORS

Editors
Stephen J. Zaccaro, George Mason University, USA

Nathan J. Hiller, Florida International University, USA

Richard J. Klimoski, George Mason University, USA

Contributors
Dorothy R. Carter, Michigan State University, USA
Jay A. Conger, Claremont McKenna College, USA
Kristin L. Cullen-Lester, The University of Mississippi, USA
Laura Dannhäuser, Claremont Graduate University, USA
David V. Day, Claremont McKenna College, USA
Spenser M. Essman, University of Houston, USA
Peder Greve, University of Reading, UK
Ciaran Heavey, University College Dublin, Ireland
Michael A. Hitt, Texas A&M University, USA
R. Michael Holmes Jr., Florida State University, USA
Justin M. Jones, The University of Georgia, USA
Maheshkumar P. Joshi (Mahesh), George Mason University, USA
Yan Ling, Oakland University, USA
Sal Mistry, University of Delaware, USA
Anthony J. Nyberg, University of South Carolina, USA
x Contributors

Sibel Ozgen, Stevens Institute of Technology, USA

Robert E. Ployhart, University of South Carolina, USA
Christian J. Resick, Drexel University, USA
Donald J. Schepker, University of South Carolina, USA
Zeki Simsek, Clemson University, USA
Pol Solanelles, The University of Mississippi, USA
Sam D. Strizver, University of South Carolina, USA
Mads E. Wedell-Wedellsborg, University of Reading, UK
Li-Qun Wei, Hong Kong Baptist University, Hong Kong
Stephanie V. Wormington, The Center for Creative Leadership, USA
Patrick M. Wright, University of South Carolina, USA
Steven Zhou, George Mason University, USA
SERIES FOREWORD: SENIOR
LEADERSHIP TEAMS AND THE AGILE
ORGANIZATION

Who could have foreseen at the time that this volume of the SIOP Organizational
Frontiers Series was commissioned that society, and especially work organiza­
tions, would be confronted by a series of events that would challenge us all, not
merely to continue to work on meeting our organization’s needs and goals, but to
try to survive as a going enterprise. As such, this book’s focus on organizational
agility is not only prescient, it is timely. Not surprisingly, reports can routinely
be found in the news where the senior leadership teams of work organizations
did or did not rise to the occasion in order to meet the challenges and opportuni­
ties created by disruptions to their operation. Thus, this volume’s emphasis on
shared leadership is also spot on. All this implies clearly and as pointed out at
in its introduction chapter, “organizations need to be agile”. Accordingly, in this
volume the reader will find a set of original and compelling chapters about how
this might be done.
As the Editor of the Frontiers Series at the time who championed this volume,
I am very pleased to see it come into fruition. As one of the Editors of this par­
ticular book and having a role in assembling an extraordinary group of chapter
authors and in guiding their writing, I feel I learned a lot. And, in turn, speaking
for the Editorial team, Steve, Nathan and myself, I hope that as a reader you will
not only come away with a greater understanding of the nature of organizational
agility and its antecedents, but also be better prepared to lead or advise others to
lead work organizations in the face of what will certainly continue to be a vola­
tile and dynamic business environment.
Richard J. Klimoski
1
SENIOR LEADERSHIP TEAMS AND
THE AGILE ORGANIZATION
Introduction

Stephen J. Zaccaro, Nathan J. Hiller,

and Richard J. Klimoski

Organizations need to be agile—they have needed to be agile for decades, and

they will need to be agile in the future. But becoming and remaining agile,
nimble, and flexible is difficult, and requires the involvement and alignment
of systems, processes, and people. At the epicenter of the never-ending push to
maintain agility is the senior leadership team. This team, and its influences on
organizational agility, is the focus of this book.
The origins of this edited book predate the year 2020, when the world was
suddenly thrust into its first global pandemic in a hundred years—requiring
organizations, and those leading those organizations, to make rapid shifts. In
some cases, these changes in the environment required organizational responses
that were a fundamentally new way of operating, organizing, and orienting to the
strategic environment. In other cases, these changes necessitated less of a radical
reorganization and instead required using an existing playbook of strategies and
capabilities to solve emerging issues, and problems. In all of these cases, some
form of agility was necessary. Moreover, these cases presented both threats and
opportunities.
One industry where these challenges and opportunities are particularly evi-
dent is the airline industry. When the pandemic shutdown began, demand for
air travel declined by 90% or more, resulting in airlines reducing capacity and
using buyouts and early retirement programs to remove many of their workers
and pilots (Baron, 2022). These cost-cutting responses helped the airlines reduce
cash burn (though they still had to pay for the fixed costs of the airplanes) and
helped to make the loans and bailouts from the government more palatable to
the general public, but left them unprepared when demand for air travel came

DOI: 10.4324/9780429353161-1
This chapter has been made available under a CC-BY-NC-ND 4.0 license.
2 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

roaring back in late 2021. Pilots are highly skilled and require continual certifi­
cation (for each specific type of plane)—so airlines could not just immediately
start using furloughed, laid-off, or retired pilots—these pilots needed recertifica­
tion, for which there was a long line. It turns out that the airline industry was
assuming a six-year recovery instead of the 18-month recovery that actually
occurred (Thompson, 2022), making the pilot shortage, which was already in
existence pre-COVID-19, much more painful for airlines and passengers in the
subsequent months and years.
This example demonstrates the challenge with agility. Senior leadership
teams made decisions due to a massively shifting environment (the onset of
COVID-19), which in turn set them down a path that, while cutting costs to
alleviate a short-term problem, made it more challenging to ramp up operations
or capture market share from competitors when the situation shifted again. How­
ever, some senior leadership teams saw things differently in the airline indus­
try—reconfiguring and slashing costs while simultaneously ensuring that all of
the complex pieces of the system (including human capital) were ready to reac­
celerate quickly and enter new markets (Tully, 2021).
These challenges and issues played out across almost all industries and
sectors in slightly different ways and created an extremely challenging operating
environment. Indeed, despite substantial government aid, there was still a
roughly 33% increase in small business failures during the first year of the
pandemic (Sheffey, 2021).

The Inevitable Need for Continuing Agility

While the global reach, seriousness, and duration of the COVID-19 pandemic
are a useful and salient backdrop for thinking about the need for agility, it is
important to keep in mind that any single event—no matter how global and
far-reaching—is part of the inevitable disruption that has been continually
increasing over the past decades. From cutthroat “winner-take-most” competition
in many industries to technological shifts (such as artificial intelligence), trade
wars, military wars, labor challenges, shareholder activism, and government
regulation, strategic environments are often dynamic, complex, and ambiguous.
Although the next disruptions for a particular organization may look somewhat
different in different industries, it is certain that challenges, changes, disrup­
tions, and opportunities will occur, and that they require agile responsiveness
and adaptation for survival and long-term success.

The Senior Leadership Team

Within the need for agility, reconfiguring and realigning systems, processes,
people, and strategies represent challenging and ongoing processes. Inertia often
 Introduction 3

prevails—with organizations erroneously planning for stability, rather than

agile planning for innovation and sustained excellence (Doz & Kosonen, 2010;
Tushman & O’Reilly, 1996). It is thus essential that organizations see the need
and respond with inertia-breaking force. How do organizations do so? Indeed,
organizations are complex systems that require the input and interface of indi­
viduals and teams at all levels, but the central figures deciding on the big picture
of strategy, resources, and structure to set and break this inertia—and lead the
organization toward agility—is the senior leadership team.
This book examines organizational agility as a key dimension of organiza­
tional performance and specifically focuses on the senior leadership team as a key
driver and enabler of such agility. Our focus here is most centrally on the internal
“upper echelons” (Hambrick & Mason, 1984) level of the organization—CEOs
and typically other C-suite executives who are most responsible for the strate­
gic leadership of the organization. We recognize that an organization’s board of
directors (for those organizations having a board) is also a party to some of the
substantive decisions of an organization, though it is not the primary focus of
this book.
Broadly speaking, agility reflects the capacity of a company to pivot effec­
tively in response to strategic changes and challenges. This capacity is reflected
in both short-term or operational pivots and in longer-term strategic adjust­
ments; it may involve lower-order or higher-order configurations of “resources”
or “capabilities” of an organization—such as strategies, unique organizational
competencies, organizational norms, systems, and structures. While several
organizational scholars have pushed processes of agility down to lower levels of
management (Denning, 2018; Harraf et al., 2015; Kahl et al., 2022), the senior
team undoubtedly sets the conditions for their expression.

Building Bridges Across Domains

Our intent in editing this volume is to build some bridges across different but
related scholarly communities around organizational agility. The first bridge
is between the research areas of leadership and team dynamics, particularly as
they apply in senior leadership teams. These research areas have traditionally
run in parallel to one another, as theories of leadership typically focused on
qualities and behaviors of individual leaders, while models of team dynam­
ics typically do not place enough weight on the enabling role of team leaders
(Zaccaro et al., 2001). While studies that have emerged on the leadership of
teams (Morgeson et al., 2010; Kozlowski et al., 2016; Zaccaro et al., 2009) and
on collective leadership (Contractor et al., 2012; Hiller et al., 2006; Pearce &
Conger, 2003) have helped, there is still a gap in terms of understanding how
teams of leaders interact effectively, particularly in the pursuit of agility. For
example, Marks et al. (2001; see also Ilgen et al., 2005) proposed a taxonomic
4 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

framework of transition, action, and interpersonal processes to explain team

effectiveness. Morgeson et al. (2010) used this model to describe how for­
mal and informal leaders influence the team’s enactment of these processes.
Yet senior leadership teams are unique in that each member, who is typically
responsible for leading their own functional or divisional team often with their
own agendas, must simultaneously engage with each other as a team in pursuit
of a higher-order set of goals focused on the survival and success of the entire
organization. These “leadership teams” at the top of organizations are, in many
respects, an enigma that we are only beginning to understand (Luciano et al.,
2020). For example, what roles do emergent states such as shared cognition,
trust, and cohesion play in teams of leaders, and how do they evolve across
performance episodes?
The topics of leadership and team dynamics historically reside mainly in the
domain of industrial and organizational psychology. The literature on “upper
echelons”/top management teams—emanating from the field of strategy—is
built on the premise that organizations are run by a coalition of senior execu­
tives (Hambrick & Mason, 1984). Therefore, we expect that insights from an
integrated perspective of leadership and teams can build bridges to increase our
understanding of strategic team leadership, specifically a broader and deeper
understanding of how senior leadership teams can foster greater organizational
agility. Moreover, the domain of industrial and organizational psychology also
includes theories and models of leader and team selection, training, and devel­
opment. These strategies have been used for enhancing performance in a typi­
cal work situation. Thus, team training strategies focus on fostering collective
emergent states and processes that apply across multiple performance domains
(Bisbey et al., 2019; Salas, 2015). Selection typically focuses on choosing
individuals as leaders or team members who possess identified typical per­
formance skills (Guion, 1965; Ployhart et al., 2017). Selection and leadership
development for organizational agility, however, require different approaches
that focus more on collective skills and processes fostering strategic flexibility
and adaptation. Thus, there is a need to articulate how current models of selec­
tion, training, and development, bridging the literatures on leader and team
performance, can be used to strengthen the effectiveness of senior leadership
teams.
The second bridge we hope to build is between the areas of organizational
psychology/organizational behavior and strategic management. The topic of
senior leadership teams and organizational agility encompasses themes related
to team dynamics, leadership, strategic decision-making/strategic leadership,
and organization-wide systems and policies. For example, in part due to the
difficulty in actually getting inside senior leadership teams to measure attrib­
utes and processes, the strategic management literature often uses an umbrella
concept termed “behavioral integration” as a general proxy for the quality of
 Introduction 5

top management team processes (Hambrick, 1994; Simsek et al., 2005). This
construct, broadly defined as “the degree to which the group engages in mutual
and collective interaction” (Hambrick, 1994, p. 188), includes both social and
task processes and suggests the existence of emergent states such as cohesion
and shared cognition. While this construct helped research on top management
teams move forward, differentiating and understanding nuanced team processes
and emergent states is a challenge when working with such a broad construct,
and as a result, we have a need to understand the cognitive and relational under­
pinnings in the upper echelons of organizations (Neely et al., 2020). For exam­
ple, Stewart and Amason (2017, p. 13) noted that:

Despite three decades of research on TMTs, little is still known about the actual
processes by which TMTs influence actions and performance in firms . . .
[past research] have offered some insight into relationships, but little under­
standing of actual TMT decision making or strategic integration processes
that explain why and how TMTs influence some firms to perform better
than others.

Efforts by scholars from organizational psychology and organizational behavior

offer a number of promising avenues to advance research on team processes
and behavioral integration. For example, Mathieu et al.’s (2019) summary and
conceptual model of recent research on team effectiveness suggest several such
directions. They move beyond the traditional “Input-Mediator-Output” model to
frameworks that reflect the dynamism, complexity, multilevel, and multiplexity
of organizational teams (see also Mathieu et al., 2017). Thus, they summarize
a range of mediating mechanisms, compositional features, and structural ele­
ments of teams that interact in intricate ways to influence team effectiveness. We
expect this kind of more complex framework from team dynamics research can
foster a greater understanding of the TMT processes that relate most effectively
to organizational agility.
Research on leadership represents an additional bridge between organiza­
tional psychology and strategic management. Much of the current work done
by researchers who identify as leadership scholars (many of whom are trained
in I/O-OB) focuses on the implications of leaders, policies, etc., on individu­
als (attitudes, behaviors, cognitions) and groups/teams (DeChurch et al., 2010).
These scholars are less likely to explicitly consider organizational-level out­
comes (ROE, strategic direction, stock price) empirically. When pressed to make
conceptual linkages and arguments (i.e., in a discussion section), mainstream
leadership scholars are more likely to simply suggest that the aggregate of these
individual effects will lead to similar effects at the organizational-level outcomes
(committing the ecological fallacy), or that these effects might somehow jump
across variable content domains (e.g., a motivated workforce leads to better
6 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

sustainable competitive advantage and ROI). In short, typical I/O-OB thinking

and research on leadership and organizational-level outcomes have been histori­
cally un-nuanced (DeChurch et al., 2010).
For strategy scholars from the upper echelons tradition (Hambrick & Mason,
1984), there has been a relative focus on organizational-level leadership strate­
gies and outcomes and static individual-difference factors as distal causes of
these strategies and outcomes. They are only beginning to understand some of
the processes through which individual and especially team factors/variables
are translated into factors such as agility, but there is indeed a substantial push
emerging under the banner of “strategic leadership” (Finkelstein et al., 2009;
Neely et al., 2020). Research on agility has burgeoned over the past decade
(Denning, 2018; Walter, 2021). However, there is still significant ambiguity in
terms of how much individual leadership, team processes, and organizational
systems contribute to organizational agility. “Rightsized” teaming and net­
working among top organizational teams are significant contributors (Pulakos
et al., 2019). However, leadership dynamics are, in turn, key drivers of these
processes. Along this line, research based upon the upper echelons perspec­
tive of strategic management has provided valuable insight into the influence
of industry and environmental contexts on leadership within organizational
systems.
Thus, we see the scholarly glass on senior leadership and team dynamics
as half full and half empty. Scholars in industrial and organizational psychol­
ogy have offered sophisticated models of leadership and team dynamics, as
well as interventions to improve them, that are typically missing in the strategy
literature. Alternatively, strategy/TMT scholars have provided perspectives of
organizational-level drivers and contextual influences that are missing from how
I/O scholars talk about executive leadership. A deeper and more complete under­
standing of organizational agility requires greater integration of these different
but closely related disciplines.
Our purpose with this book is to advance understanding of the drivers, mech­
anisms, and processes within senior leadership teams that relate to one particular
category of organization-level outcome—organizational agility. We seek this
purpose through bridging and integrating knowledge of leadership, team pro­
cesses and dynamics, and organizational effectiveness from both the I/O-OB and
TMT/strategy perspectives. As is often the case when attempting to bridge-build
and integrate across different scholarly traditions comprising different histories,
knowledge bases, and assumptions, these conversations require learning and a
check of our own perspectives and assumptions. Thus, we hope that this book
simultaneously appeals across disciplines, offering fruitful avenues for future
research, but also makes all readers feel a little discomfort as they encounter
ideas that stretch them. In the remainder of this overview chapter, we will review
 Introduction 7

and summarize conceptualizations of organizational agility to help guide the

book, present an overarching model of such agility, and offer a preview of the
chapters in the book within the context of this model.

Definitions of Organizational Agility

Our intent in this section is not to provide a definition or review of the construct
of organizational agility. We direct interested readers to other sources for more
comprehensive treatments of this construct (Appelbaum et al., 2017a, 2017b;
Doz, 2020; Harraf et al., 2015; Walter, 2021). Instead, we provide a summary
of key elements and features of organizational agility to set the stage for the
subsequent chapters in this book. In Table 1.1, we offer a sample of definitions
provided over a span of almost 40 years. We purposely sampled from multiple
domains including strategic management (Doz, 2020; Teece et al., 2016; Wal­
ter & Raetze, 2021), information technology (Conboy & Fitzgerald, 2004), and
military (Holsapple & Li, 2008) literatures. A cursory review of these definitions
indicates two broad themes: a reactive responding by the organization to envi­
ronmental events and a proactive positioning of the organization to anticipate or
even shape environmental changes.

TABLE 1.1 Organizational Agility: A Sample of Definitions

Brown and Agnew “The capacity to react quickly to rapidly changing

(1982, p. 29) circumstances”
Zhang and Sharifi “The ability of enterprises to cope with unexpected changes, to
(2000, p. 496) survive unprecedented threats from the business environment,
and to take advantage of changes as opportunities”
Conboy and Fitzgerald “The continual readiness of an entity to rapidly or inherently,
(2004, p. 40) proactively or reactively, embrace change, through
high-quality, simplistic, economical components and
relationships with its environment”
Holsapple and Li “Agility is the result of integrating alertness to changes
(2008, p. 6) (recognizing opportunities/challenges)—both internal
and environmental—with a capability to use resources in
responding (proactive/reactive) to such changes, all in a
timely, flexible, affordable, relevant manner”
Worley et al. “The dynamic capability that allows outperforming firms
(2014, p. 18) to sense and respond to their environments and to rapidly
reallocate resources, build new capabilities, and, perhaps
most important, jettison the assets and activities that longer
create value”
(Continued )
8 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

TABLE 1.1 (Continued)

Harraf et al. (2015, “Organizational nimbleness and ability to respond swiftly to

p. 675) the external environment”
Teece et al. “The capacity of an organization to efficiently and effectively
(2016, p. 17) redeploy/redirect its resources to value creating and value
protecting (and capturing) higher-yield activities as internal
and external circumstances warrant”
Žitkienė and Deksnys “An organizational ability to recognize unexpected changes
(2018, p. 118) in the environment and appropriately respond in a swift and
efficient manner, by utilizing and reconfiguring internal
resources, thus gaining competitive advantage in the process”
Doz (2020, p. 1) “The ability to exploit, or create to one’s advantages changing
patterns of resource deployment in a thoughtful and
purposeful but also fast and nimble way rather than remain
hostage to stable pre-set plans and existing business models”
Walter and Raetze “A [dynamic capability] that allows a company to quickly
(2021, p. 1–2) recognize changes in its dynamic business environment
and exploit them for its own advantage (i.e., for enhancing
business performance and competitiveness)”

Agility as Effective Reaction to Environmental Change

The notion of reactive responses to environmental change is reflected in the
earliest definitions of agility (Brown & Agnew, 1982). This perspective suggests
that agility refers to how effectively organizations can react to critical changes
in their environments in ways that maintain or enhance competitive advantage.
Such agility is grounded in the properties of the organization that foster rapid
detection and sense-making of environmental changes. These properties are
analogous to Endsley’s (1995, 2015) model of situational awareness developed
in individual leader and team military contexts. Her model posits three processes
of such awareness: (1) detection of changing situational elements, (2) sense-
making and comprehension of these changes, and (3) forecasting the implica­
tions of these changes. All three processes serve as a foundation for effective
responses to situational changes.
These processes have been defined in several ways in the literature on
organizational agility. Žitkienė and Deksnys (2018, p. 119) described the
“sense-response framework” of such agility, denoting the organization’s abil­
ity to identify strategic threats and opportunities emerging in its environment.
The sense-making and forecasting aspects of sense-response framework also
determine whether the organization has the capabilities and capacities to address
changes. Žitkiene and Deksnys note:

Once external threats or opportunities are identified, the organization has

to identify whether it can cope with these changes: are external changes
 Introduction 9

applicable to the organizational existing status and future strategic goals; are
these changes potentially benefit an organization; can organizational actually
do something about those changes.
(pp. 121–122)

The facilities for such responses most likely reside in the cognitive capacities
of the top management team (Heavey & Simsek, 2017; Helfat & Peteraf, 2015),
as well as in the information technology capabilities across the organization
(Werder et al., 2021).
Doz (2020) described strategic sensitivity as a key aspect of strategic agility.
Such sensitivity refers to “sensing and framing opportunities and threats in new
insightful ways—as they emerge” (p. 2). According to Doz, strategic sensitivity
can entail detecting new patterns in the strategic environment, a process that is
hampered by the tendency of organizational leaders to be biased toward using
existing mental models guiding strategic interpretations and toward attending
mostly to evidence confirming these mental models. Thus, organizational agility
rests on the abilities of strategic decision makers to engage in frame switching
and to think in flexible ways that minimize cognitive biases (Baškarada & Koro­
nios, 2018; Nelson et al., 2010; Teece et al., 2016).
Strategic responsiveness also includes the ability of the organization to react
effectively as a system to environmental changes. Research on organizational
agility specifies this systemic responsiveness as a function of the organization’s
dynamic capabilities (Baškarada & Koronios, 2018; Teece et al., 2016; Walter &
Raetz, 2021). Organizations possess particular resources that become critical in
responding to environmental events. Teece et al.’s (2016) definition of organi­
zational agility (see Table 1.1) identified it as the firm’s capacity to redeploy its
resources around “higher-yield” activities to maintain competitive advantage.
They articulated three sets of dynamic capabilities contributing to agility: (1)
“identification, development, co-development, and assessment of technological
opportunities (and threats) in relationship to customer needs (the “sensing” of
unknown futures);” (2) “mobilization of resources to address needs and opportu­
nities and capture value from doing so (“seizing”);” and (3) “continued renewal
(“transforming” or “shifting”)” (p. 18). The first capability cluster reflects the
sensing capacities defined earlier. The second refers to the redirection of current
resources and systems toward needs suggested by environmental changes. The
third cluster reflects the capacity to continually learn, innovate, and transform.
All three sets of these capabilities are built into the processes of strategic deci­
sion makers and inculcated throughout the organization. Indeed, in agile organi­
zations, dynamic capabilities are entwined with their business model (Teece,
2018), or “the design or architecture of the value creation, delivery, and capture
mechanisms employed” by a business (Teece, 2010, p. 191).
A common element in the definitions in Table 1.1 is that agility includes
speed and nimbleness in effectively responding to environmental changes.
10 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

Youssef (1992) argued that competitive advantage for firms should be based
not only on costs and quality but also on timeliness of innovation and response.
He noted that agile organizations implement faster product development pro­
cesses and align human resources accordingly. Harraf et al. (2015) argued that
balancing decentralized and centralized power contributed to speed of response.
They noted that “when lower-level employees have some authority, responses
to the environment are faster and more accurate” (p. 679). However, they also
argued that, in times of crisis, speed is enhanced through more centralized deci­
sion-making by senior executives. This suggests that to foster agile responding,
TMTs need to establish a climate of devolved decision-making autonomy but
establish clear boundaries for when particular decisions need to be centered in
top managers.
Doz (2020) defined resource fluidity, or “mobilizing and redeploying
resources rapidly and efficiently” as a key capability of strategic agility (p. 2,
emphasis added). He noted the tendency for organizational units to hoard
resources as a major obstacle to such fluidity. Organizational agility is often con­
strained by process decrements from cross-unit conflicts over which resources
to redeploy as well as when and how to do so. Doz argues that resource fluidity
and speed of responding can be facilitated by encouraging a more systems per­
spective regarding interdependencies across the organization, fostering a more
adaptive learning approach across the organization, and implementing a more
flexible network of entrepreneurship that breaks rigid ownership and utilization
of resources. Such a network would tailor resources more swiftly to customer
requirements and environmental demand. Doz also notes that resource fluidity
entails “identifying opportunities and needs for resource allocation before they
become obvious” (p. 8). This notion speaks to the proactive aspect noted in defi­
nitions of organizational agility.

Agility as Proactive Agency

A second perspective in the definitions of agility in Table 1.1 is the capacity of
organizations to establish systems and processes in anticipation of environmen­
tal changes to maximize their competitive position when such changes occur.
For example, Pulakos et al. (2019, p. 307) argued that “organizational agility
entails proactively sensing and redirecting in order to chart a competitive path
by rapidly reallocating resources, building new capabilities, and jettisoning
assets and activities that no longer create value” (emphasis added). Rindova and
Courtney (2020) offered a similar approach, defining shaping strategies as a
response to environmental uncertainty. Thus, to be agile, these researchers noted
that organizations make anticipatory strategic decisions and establish systems
that allow them to remain flexible while not sacrificing stability. Accordingly,
 Introduction 11

Pulakos et al. argued that agility “requires a holistic and coordinated approach
across products, technology, operations, structures, systems, and talent” (p. 307).
Such an approach means that organizations need to build a number of differ­
ent capacities. The first is to establish and use tools to forecast potential emerg­
ing threats or opportunities in the business environment. This entails strategic
sensitivity (Doz, 2020) within a longer time horizon than is typical in reactive
agility. Thus, for example, senior management teams need to be attuned to the
possibilities of early-stage technologies. They need to conduct long-range com­
petitor analyses. They also need to establish risk management structures and
leadership roles within the top management team (e.g., chief information secu­
rity officer). Such strategic forecasting systems allow the organization to posi­
tion current resources and human capital, and to develop new forms of such
capital, in order to take advantage of opportunities as they occur, or to mitigate
threats as they arrive in the environment.
Proactive agility also entails building slack and redundancies across the organi­
zation. Building slack means creating or holding onto excess resources to anticipate
the need to respond quickly to environmental events (Teece et al., 2016). Indeed,
the failure by most airlines to build slack in equipment and human resources is
arguably a major cause of their lack of agile performance during the course of the
COVID-19 pandemic, when travel demand surged. Establishing slack in informa­
tion technology resources can foster greater innovation and creativity that can in
turn lead to the development of novel tools to improve the company’s positioning
in changing competitive environments (Doz, 2020; Lu & Ramamurthy, 2011). The
key challenge, though, is that building slack and redundancies in organizations is
costly; thus, organizations need to establish the right balance in possessing suf­
ficient slack to respond agilely to events but not holding too much slack so as to
diminish resources needed for innovation (Teece et al., 2016).
Proactive agency in agility is also manifested when organizations develop
dynamic capabilities that can shape their external environments (Teece et al.,
2016). Baškarada and Koronios (2018, p. 337) define such shaping as “the abil­
ity to execute and scale new capabilities to affect the external environment.”
Thus, agile organizations act with foresight to shape their environment accord­
ing to their strategic orientation and goals. Strategies for environmental shap­
ing can include the introduction of new technologies and other innovations that
change the competitive landscape. They can also entail investments in strate­
gic alliances as well as mergers and acquisitions that also alter this landscape.
Finally, environmental shaping requires an acute awareness of pollical dynam­
ics within and outside of the organization. Such awareness also contributes to
the strategic sensitivity and forecasting capabilities noted earlier. Accordingly,
investments in human capital around political acumen can contribute in multiple
ways to organizational savvy.
12 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

Summary
We have identified an array of organizational parameters that compose a com­
pany’s capacity to be agile. In line with prior definitions, we have noted both
reactive and proactive elements of this capacity. Most factors influencing organ­
izational agility are rooted ultimately in the structure and processes of the senior
management teams. The general intent of the chapters in this book is to elucidate
the multiple connections between the senior executive team and the organiza­
tional capacity for agility. In the next section of this introduction, we provide
a conceptual framework of organizational agility and its antecedents. We will
conclude with an overview of the chapters and how they fit with this framework.

An Organizing Framework for Understanding

Organizational Agility
Figure 1.1 illustrates our proposed framework of organizational agility. It reflects
the input-process-output model ubiquitous in the literature on team effectiveness
(McGrath, 1984; Hackman & Morris, 1975; Marks et al., 2001). The outcome
space in our model includes agile performance, and its most proximal drivers,
an agile organization, and agility investments. Agile performance reflects nim­
ble, fast, and effective management of environmental challenges and events. We
posit agile performance as an “umbrella term” (see Heavey and Simsek, 2024)
to encompass a number of related terms such as adaptability, ambidexterity, and
resilience, although there are important conceptual differences among these con­
structs (Pulakos et al., 2019; see Hiller and Ozgen, 2024). Agile performance is
broadly the result of the organization being structured in terms of product manage­
ment processes, normative practices, decision-making processes, top management
configurations, resource slack, research and development, and information tech­
nology in ways that systematically position it for nimble, fast, and effective reac­
tions to environmental events. This organizational structuring is in turn a function
of strategic investments made by the organization to increase its agility stance.
The basic premise of this book is that agility investments are influenced directly
by the interface of teamwork and leadership processes in the senior management
team. This team is responsible for making and implementing the strategic deci­
sions that in turn position the organization to be agile. Senior team members are
also responsible for creating the climate for agility in their respective units.
While behavioral integration reflects the quality of teamwork in senior teams,
there are several other aspects of such teams that are reflected in teamwork pro­
cesses. For example, each member of top management teams is leading a sepa­
rate function, unit, or division of the company, and often competing for strategic
resources with other members of the team. Thus, the dual roles of leading a
separate unit and serving as members of the management team at the apex of
these units can produce coopetition dynamics within the team (Bengtsson et al.,
 Introduction 13

FIGURE 1.1 A framework of organizational agility.

2020; Tsai, 2002). This dynamic of coopetition can vary across issues, such that
alliances, factions, and fault lines may change as other issues come to the fore
(Cooper et al., 2014; Ndofor et al., 2015).
The nature of top management teams as composed of leaders of different func­
tions and units, as well as their interactions with other senior teams and boards
of directors, suggest a structure of tightly networked teams called multiteam
systems (Luciano et al., 2020; Mathieu et al., 2001). Luciano and colleagues
described these as strategic leadership systems in which a key emphasis is on
balancing and integrating processes of working independently versus interde­
pendently as team members. However, the dual identity as a member of a sepa­
rate unit versus a member of the senior leadership team can foster countervailing
forces in which executive resource allocation decisions, and commitment to the
component team versus the strategic leadership system, are in tension (Asen­
cio & DeChurch, 2017; DeChurch & Zaccaro, 2013).
The nature of teamwork in senior organizational teams is entwined with the
nature of leadership dynamics within teams. The functions of senior leadership
that contribute to agility include an array of strategic formation and implementa­
tion processes (Morgeson et al., 2010; Zaccaro, 2001). These include decisions
about the selection and staffing of the top management team, as well as senior
leadership teams at the next lower level (see Ployhart et al., 2024). Leadership
structures and forms also influence teamwork processes in TMTs as well as the
14 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

agility of organizational responses to the environment. Leadership can be cen­

tralized where one or a few individuals have power to make strategic decisions or
power can be decentralized where multiple managers have autonomy to respond
to environmental changes (Harraf et al., 2015). Moreover, leadership structures
can reflect both formal and informal multilevel network ties that can influence
information sharing and cooperation (Tsai, 2002). These structures also have a
dynamic quality in that different leadership network ties can be activated across
different issues, and decision-making as a whole can reflect a heterarchy (Aime
et al., 2014) where power can move between hierarchical and shared leadership
arrangements. Harraf et al. (2015) noted, for example, that organizational agility
is enhanced when managers have autonomy to make decisions (i.e., decentral­
ized or shared leadership), but also when such power is centralized in times of
crisis.
We suggest that this interface of teamwork and leadership dynamics is in turn
influenced by the environmental context of the organizational, the ecology of
the interpersonal space among senior leadership teams, the individual attributes
of the CEO, and the features of the senior team. The idea that environments and
the business context influence strategic processes is a long-established one (Law­
rence & Lorsch, 1967). Moreover, the need for agility is inextricably tied to the
dynamism and rate of change in the external environment (Teece et al., 2016).
These environmental qualities can also influence the nature of team and leadership
processes (Eisenhardt, 1989) and the strategic possibilities under consideration
by senior leaderships teams. For example, environmental munificence increases
strategic options open for choice (Hambrick & Abrahamson, 1995; Li & Tang,
2010). Also, environmental complexity creates a greater need for interdepend­
ence among senior leader teams and their members (Luciano et al., 2020).
The physical and social arrangements of organizations may also influence the
dynamics in senior leadership teams. For example, company size and the amount
of diversity among its managers can influence social interactions, including the
ease of moving in and out of such interactions (Bahns et al., 2012). The degree
of physical and temporal dispersion among managers will also influence infor­
mation sharing and the practice of leadership (Mesmer-Magnus et al., 2011).
Such factors can in turn influence the speed of organizational responsiveness to
changing events (Bi et al., 2013; Irfan et al., 2019). In this regard, the evolving
practices associated with work arrangements must be reviewed with a particular
emphasis on when and where physical co-location can be seen as an asset or
liability when it comes to the sharing of information as it can support situational
awareness and where it can support the timely processing of this information for
appropriate actions (or reactions). Proximity or propinquity may have an impor­
tant role to play in shaping collective behavior among members of the leadership
team, especially under conditions of stress or emotional arousal.
CEOs are typically positioned as the main drivers of strategic decision-
making in organizations. They often have the most position power to influence
 Introduction 15

organizational processes. Accordingly, their individual characteristics carry

important weight on the nature of teamwork and leadership in senior teams (Hel­
fat & Martin, 2015; Holmes et al., 2021; Zaccaro, 2001). These characteristics
refer to cognitive capacities, social skills, motives, and personality (see Zaccaro
et al., 2024). These attributes complement and often interact with the qualities of
other executives on the top management team (Holmes et al., 2021). The compo­
sition of the top management team in terms of such attributes has long been pos­
ited as a key driver of TMT processes (Finkelstein & Hambrick, 1996; Hambrick
et al., 1996). Therefore, interventions designed to increase such human capital,
such as executive selection, succession planning, and executive development
programs in turn can contribute to organizational agility (see Day et al., 2024;
Ployhart et al., 2024). We also note, however, the importance of compensation
systems as influences of the decision-making of senior leadership teams. Thus,
such systems represent another intervention that influences the agility posture of
organizations (see Essman and Nyberg, 2024).
The model in Figure 1.1 provides an advance organizer for the chapters in this
book. Our intent was to establish a broad framework to integrate the invited chap­
ters; indeed, the chapters speak to one or more linkages in this framework. We do
not offer it as a comprehensive model of agility. Indeed, other chapters in the book
offer more elaborated models (e.g., Heavey and Simsek, 2024). In the remaining
section of this introduction, we will briefly summarize each of these chapters.

Overview of Chapters
The chapters in this volume are organized around the input-mediator-outcome
aspects of our conceptual framework. The chapter by Hiller and Ozgen relies
heavily on the strategic management literature in providing a framing overview
of the organizational agility construct. As in many of the chapters in this book,
they rely heavily on the dynamic capabilities literature, and position agility as a
key proximal predictor of several organizational outcomes, while also acknowl­
edging that agility is not a panacea—it is often costly in terms of attention and
resources and shouldn’t be blindly pursued as a generic goal.
The chapter by Heavey and Simsek provides a comprehensive review and
conceptual framing of dynamic capabilities as precursors to organizational agil­
ity. They define multiple sets of dynamic capabilities, including sensing and
seizing opportunities and threats, and reconfiguring organizational resources.
They reference several top management group capabilities as fostering dynamic
capabilities. They also posit several structural features, TMG interfaces, TMG
processes and emergent states, and incentive structures as influencing TMG
capabilities. These are influenced in turn by several TMG input factors. Thus,
Heavey and Simsek offer a nice companion piece and significant extension to
several of the ideas offered in this introduction and by Hiller and Ozgen. They
also preview key points in many of the chapters later in the book.
16 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

The chapter by Joshi examines the link between business strategy and organi­
zational agility. We noted in Figure 1.1 that agile performance is predicated on the
strategic decisions that establish structures and processes throughout the organi­
zation to position it to act with speed and efficiency to environmental shifts.
Such decisions reflect the investments organizations make to increase their agile
posture. Joshi offers a strategic framework composed of strategic vision and
long-term objectives leading to corporate, business, and functional strategies. He
stresses that agility derives from strategic alignments across the organization and
among these types of strategies. This chapter, then, emphasizes that organiza­
tional agility needs to be rooted in the strategic nexus of the organization.
The next three chapters in this volume address the intricacies of the leader-
team interfaces in senior management teams. Wedell-Wedellsberg and Greve
examine the characteristics and key functions in such teams that enable strategic
agility. Specifically, they integrate the behavioral integration of a senior team
with its structure of distributed cognition to explain a predominant emphasis
on exploitation, exploration, or ambidexterity. Their premise is senior execu­
tive teams need high levels of both behavioral integration and strong transactive
memory systems, an emergent state that reflects shared cognition about each
member’s specific expertise (Wegner, 1987), to display effective ambidexterity
and strategic agility. They use data from Fortune 500 Global firms to provide an
initial examination of their framework.
The chapter by Carter, Cullen-Lester, Solanelles, and Jones focuses on the
leadership side of the leader-team interface in senior leadership teams. They
examine leadership at the top as a network of communication and leadership ties
among top managers. Such networks can reflect different leadership forms from
centralized and hierarchical to decentralized and collective (or shared (Con­
tractor et al., 2012). Carter et al. depict how different patterns in the strategic
leadership network can either hinder or facilitate the agile functioning of the
organization. They illustrate their framework with a case study of a large Euro­
pean commercial cleaning company that needed to demonstrate agility in the
early stages of the COVID-19 pandemic.
Zhou and Klimoski offer an examination of the chief of staff’s role in orches­
trating the interpersonal and political context of senior management team inter­
actions and decisions. This role has received limited attention in the strategic
management and leadership literatures. The authors define three key roles of
the chief of staff—administrator, advisor, and connector—and describe how the
chief of staff connected to the senior executive team can foster team behavioral
integration and distributed cognition. Thus, this chapter not only covers a rela­
tively new topic in strategic management but also builds nicely on the Wedell-
Wedellsberg and Greve chapter.
The next two chapters in the book focus on primary input factors for sen­
ior executive team processes. Zaccaro, Zhou, and Resick describe sets of CEO
 Introduction 17

characteristics that contribute to organizational agility. To substantiate these

characteristics, they define the performance requirements and imperatives asso-
ciated with organizational agility. Thus, they are not speaking to general CEO
qualities but to those specifically needed to foster the leadership functions and
processes that contribute to success in dynamic environments. They articulate
several cognitive, social, motive, and personality attributes that enhance the
practice of situational sensing, seizing, and recalibration noted as key agility
functions (Teece et al., 2016; see Heavey and Simsek, 2024).
Ling and Wei describe how the composition of the top management team
contributes to agility through its influence on the CEO–TMT interface. They
review the literature on TMT similarity and diversity and their effects on TMT
processes. They also articulate the role of the CEO in shaping the TMT through
several different mechanisms, including staffing (i.e., establishing the composi-
tion of the team). They describe several necessary future research directions based
on an ecosystem view of the CEO–TMT interface. Taken together, these two
chapters on CEO characteristics and on TMT composition and the CEO–TMT
interface provide complementary perspectives on how CEO and TMT attributes
set the stage for organizational agility.
The remaining chapters in the book describe intervention strategies that can
either improve the human capital contributing to organizational agility or deter-
mine how executives choose to apply their personal capital toward such agil-
ity. The chapter by Ployhart, Schepker, Wright, and Strizver summarizes basic
selection procedures and applies them to senior executives and teams. In doing
so, they utilize the external team contexts framework (Ployhart et al., 2022) to
explain unique aspects of executive selection versus the selection of managers at
lower organizational levels. They conclude their chapter by applying principles
of dynamic executive selection and succession planning to the establishment of a
capability for organizational agility. They describe how an integration of future-
oriented knowledge, skills, abilities, and other attributes with the firm’s strategy
is needed to build a basis for organizational agility.
The chapter by Day, Conger, and Dannhäuser changes the lens from execu-
tive selection to executive development. However, in line with the focus of the
book on senior executive teams, they present a conceptual framework and set of
practices related to collective leadership development. Rather than developing
individual executives (or rather in addition to individual leader development),
organizations can enhance their agility by focusing more attention on develop-
ing the collective dynamic capabilities of the top executive team. Day and col-
leagues describe the enabling conditions and needs for such development. They
also postulate shared learning opportunities and processes for fostering collec-
tive leadership capacity in the service of agility.
These two chapters apply an extensive literature on employee selection and
leader(ship) development from the domain of industrial and organizational
18 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

psychology to the enhancement of dynamic capabilities in the strategic team.

They are emblematic of the bridges we hope this book may build across com­
munities. The chapter by Essman and Nyberg extends this bridge-building by
applying principles of employee compensation to efforts to be agile. They begin
by providing fundamental frameworks of executive compensation and top man­
agement team pay mix. They proceed to show how these frameworks, particu­
larly TMT pay mix, may need to be adjusted to foster organizational agility.
They note that there is limited research on pay mix and agility and provide sev­
eral directions to advance this research.
We are delighted to conclude the book with a commentary by Michael A.
Hitt and his colleagues, R. Michael Holmes Jr. and Sal Mistry. Acknowledging
the continually changing environment, this chapter frames strategic advantage
created by an organization as a necessarily temporary state and lays out the need
for both lower and higher-order forms of agility to both adapt to and shape the
organization’s environment. Drawing partly from the contributing chapters to
this book, Hitt and colleagues provide an overview of the importance of rec­
ognizing the various stakeholders of a firm and discuss some of the nuances
of implementation of strategy and the behavioral and human capital required.
Finally, they lay out a path and plan for future research that can effectively lead
us to maximize our understanding of organizational agility through the lens of
strategic leadership teams.
In summary, these chapters provide multiple perspectives from different dis­
ciplinary domains to inform the concept of organizational agility. We invited
these authors and their chapters in the hope of providing synergies that can drive
future research in this area. While the concept of organizational agility was
introduced decades ago, it has only recently become a major theme in organi­
zation science. The COVID-19 pandemic has provided a vivid example of the
importance of such agility. Given the surge in interest in organizational agility
and the current dramatic example of its necessity, we hope this book can help
galvanize research in this area.

References
Aime, F., Humphrey, S., DeRue, D. S., & Paul, J. B. (2014). The riddle of heterarchy:
Power transitions in cross-functional teams. Academy of Management Journal, 57(2),
327–352.
Appelbaum, S. H., Calla, R., Desautels, D., & Hasan, L. N. (2017a). The challenges
of organizational agility: Part 1. Industrial and Commercial Training, 49(1), 6–14.
https://doi.org/10.1108/ICT-05-2016-0027
Appelbaum, S. H., Calla, R., Desautels, D., & Hasan, L. N. (2017b). The challenges
of organizational agility: Part 2. Industrial and Commercial Training, 49(2), 69–74.
https://doi.org/10.1108/ICT-05-2016-0028
Asencio, R., & DeChurch, L. A. (2017). Assessing collaboration within and between
teams: A multiteam systems perspective. In A. A. von Davier, M. Zhu, & P. C.
 Introduction 19

Kyllonen (Eds.), Innovative assessment of collaboration (pp. 37–50). Cham: Springer

International Publishing.
Bahns, A. J., Pickett, K. M., & Crandall, C. S. (2012). Social ecology of similarity: Big
schools, small schools and social relationships. Group Processes & Intergroup Rela­
tions, 15(1), 119–131. https://doi.org/10.1177/1368430211410751
Baron, M. (2022, July 25). How did air travel get so bad? https://www.afar.com/magazine/
why-there-are-so-many-delayed-and-canceled-flights-in-2022.
Baškarada, S., & Koronios, A. (2018). The 5S organizational agility framework:
A dynamic capabilities perspective. International Journal of Organizational Analysis,
26(2), 331–342. https://doi.org/10.1108/IJOA-05-2017-1163
Bengtsson, M., Raza-Ullah, T., & Srivastava, M. K. (2020). Looking different vs thinking
differently: Impact of TMT diversity on coopetition capability. Long Range Planning,
53(1), 101857.
Bi, R., Davidson, R., Kam, B., & Smyrnios, K. (2013). Developing organizational agility
through IT and supply chain capability. Journal of Global Information Management,
21(4), 38–55. http://doi.org/10.4018/jgim.2013100103
Bisbey, T. M., Reyes, D. L., Traylor, A. M., & Salas, E. (2019). Teams of psychologists
helping teams: The evolution of the science of team training. American Psychologist,
74(3), 278–289. https://doi.org/10.1037/amp0000419
Brown, J. L., & Agnew, N. M. (1982). Corporate agility. Business Horizons, 25(2), 29–33.
Conboy, K., & Fitzgerald, B. (2004). Toward a conceptual framework of agile methods:
A study of agility in different disciplines. Proceedings of the 2004 ACM Workshop
on Interdisciplinary Software Engineering Research, 37–44. https://doi.org/10.1145/
1029997.1030005
Contractor, N. S., DeChurch, L. A., Carson, J., Carter, D. R., & Keegan, B. (2012). The
topology of collective leadership. The Leadership Quarterly, 23, 994–1011.
Cooper, D., Patel, P. C., & Thatcher, S. M. (2014). It depends: Environmental context and
the effects of faultlines on top management team performance. Organization Science,
25(2), 633–652.
Day, D. V., Conger, J. A., & Dannhäuser, L. (2024). Developing the senior leader­
ship team for dynamic capabilities. In S. J. Zaccaro, N. J. Hiller, & R. J. Klimoski
(Eds.), Senior leadership teams and the agile organization (pp. 291–316). New York:
Routledge.
DeChurch, L. A., Hiller, N. J., Murase, T., Doty, D., & Salas, E. (2010). Leadership across
levels: Levels of leadership and their levels of impact. The Leadership Quarterly, 21,
1069–1085.
DeChurch, L. A., & Zaccaro, S. (2013). Innovation in scientific multiteam systems: Con­
fluence and countervailing forces. Paper commissioned by the National Research
Council. Retrieved from http://sites.nationalacademies.org/cs/groups/dbassesite/doc­
uments/webpage/dbasse_083773.pdf
Denning, S. (2018). The age of agile: How smart companies are transforming the way
work gets done. New York: American Management Association.
Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource
practices contribute. Human Resource Management Review, 30(1), 100693.
Doz, Y., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for
accelerating business model renewal. Long Range Planning Special Issue on Business
Models, 43, 2–3.
20 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments.

Academy of Management Journal, 32(3), 543–576. https://doi.org/10.2307/256434
Endsley, M. R. (1995). Toward a theory of situation awareness in dynamic systems.
Human Factors, 37, 32–64.
Endsley, M. R. (2015). Situation awareness misconceptions and misunderstandings.
Journal of Cognitive Engineering and Decision Making, 9(1), 4–32.
Essman, S. M., & Nyberg, A. (2024). Executive compensation: How organizations use
pay mix to maximize top management team effectiveness and agility. In S. J. Zaccaro,
N. J. Hiller, & R. J. Klimoski (Eds.), Senior leadership teams and the agile organiza­
tion (pp. 317–335). New York, NY: Routledge.
Finkelstein, S., & Hambrick, D. C. (1996). Strategic leadership: Top executives and
their effects on organizations. Minneapolis, MN and St. Paul, MN: West Educational
Publishing.
Finkelstein, S., Hambrick, D. C., & Cannella, A. A. (2009). Strategic leadership: Theory
and research on executives, top management teams and boards. New York: Oxford
University Press.
Guion, R. M. (1965). Personnel testing. New York: McGraw-Hill.
Hackman, J. R., & Morris, C. G. (1975). Group tasks, group interaction process, and
group performance effectiveness: A review and proposed integration. In Advances
in experimental social psychology (Vol. 8, pp. 45–99). New York: Academic Press.
Hambrick, D. C. (1994). Top management groups: A conceptual integration and recon­
sideration of the “team” label. In B. M. Staw & L. L. Cummings (Eds.), Research in
organizational behavior (pp. 171–214). Greenwich, CT: JAI Press.
Hambrick, D. C., & Abrahamson, E. (1995). Assessing managerial discretion across indus­
tries: A multimethod approach. Academy of Management Journal, 38, 1427–1441.
Hambrick, D. C., Cho, T. S., & Chen, M. J. (1996). The influence of top management
team heterogeneity on firms’ competitive moves. Administrative Science Quarterly,
41(4), 659–684. https://doi.org/10.2307/2393871
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.
Harraf, A., Wanasika, I., Tate, K., &Talbott, K. (2015). Organizational agility. Journal of
Applied Business Research, 31(2), 675–686.
Heavey, C., & Simsek, Z. (2017). Distributed cognition in top management teams and
organizational ambidexterity: The influence of transactive memory systems. Journal
of Management, 43(3), 919–945. https://doi.org/10.1177/0149206314545652
Heavey, C., & Simsek, Z. (2024). Dynamic capabilities and the nature of organizational
agility: Towards managerial theory. In S. J. Zaccaro, N. J. Hiller, & R. J. Klimoski
(Eds.), Senior leadership teams and the agile organization (pp. 44–81). New York,
NY: Routledge.
Helfat, C. E., & Martin, J. A. (2015). Dynamic managerial capabilities. Journal of Man­
agement, 41(5), 1281–1312.
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the micro-
foundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.
https://doi.org/10.1002/smj.2247
Hiller, N. J., Day, D. V., & Vance, R. J. (2006). Collective enactment of leadership roles
and team effectiveness: A field study. The Leadership Quarterly, 17(4), 387–397.
Hiller, N. J., & Ozgen. S. (2024). Organizational agility and organizational effectiveness.
In Zaccaro, S. J., Hiller, N. J., & Klimoski, R. J. (Eds.), Senior leadership teams and
the agile organization (pp. 24–43). New York, NY: Routledge.
 Introduction 21

Holmes. R. M., Jr., Hitt, M. A., Perrewé, P. L., Palmer, J. C., & Molina-Siero, G. (2021).
Building cross-disciplinary bridges in leadership: Integrating top executive personal­
ity and leadership theory and research. The Leadership Quarterly, 32, 1–24.
Holsapple, C., & Li, X. (2008). Understanding organizational agility: A work-design per­
spective. Washington, DC: Office of the Assistant Secretary of Defense for Networks and
Information Integration. Retrieved from https://apps.dtic.mil/sti/pdfs/ADA486893.pdf
Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations:
From I-P-O models to IMOI models. Annual Review of Psychology, 56, 517–543.
https://doi.org/10.1146/annurev.psych.56.091103.070250
Irfan, M., Wang, M., & Akhtar, N. (2019). Impact of IT capabilities on supply chain capa­
bilities and organizational agility: A dynamic capability view. Operations Manage­
ment Research, 12, 113–128. https://doi.org/10.1007/s12063-019-00142-y
Kahl, J., de Klerk, S., & Ogulin, R. (2022). Agile strategies for middle managers. Man­
agement Decision, 60(1), 146–166. https://doi.org/10.1108/MD-07-2020-0889
Kozlowski, S. W. J., Mak, S., & Chao, G. T. (2016). Team-centric leadership: An integra­
tive review. Annual Review of Organizational Psychology and Organizational Behav­
ior, 3, 21–54.
Lawrence, P. R., & Lorsch, J. W. (1967). Differentiation and integration in complex
organizations. Administrative Science Quarterly, 12, 1–47.
Li, J., & Tang, Y. I. (2010). CEO hubris and firm risk-taking in China: The moderating
role of managerial discretion. Academy of Management Journal, 53, 45–68.
Lu, Y., & Ramamurthy, K. R. (2011). Understanding the link between information tech­
nology capability and organizational agility: An empirical examination. MIS Quar­
terly, 35(4), 931–954.
Luciano, M. M., Nahrgang, J. D., & Shropshire, C. (2020). Strategic leadership systems:
Viewing top management teams and boards of directors from a multiteam systems
perspective. Academy of Management Review, 45(3), 675–701.
Marks, M. A., Mathieu, J., & Zaccaro, S. J. (2001). A temporally based framework and
taxonomy of team processes. Academy of Management Review, 26, 356–376.
Mathieu, J. E., Gallagher, P. T., Domingo, M. A., & Klock, E. A. (2019). Embracing com­
plexity: Reviewing the past decade of team effectiveness research. Annual Review of
Organizational Psychology and Organizational Behavior, 6, 17–46.
Mathieu, J. E., Hollenbeck, J. R., Knippenberg, D. V., & Ilgen, D. R. (2017). A century
of work teams in the Journal of Applied Psychology. Journal of Applied Psychology,
102(3), 452–467. https://doi.org/10.1037/apl0000128
Mathieu, M., Marks, M. A., & Zaccaro, S. J. (2001). Multiteam systems theory. In N.
Anderson, D. Oniz, & C. Viswesvaran (Eds.), The international handbook of work
and organizational psychology (pp. 289–312). London: Sage Publications.
McGrath, J. (1984). Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice-Hall.
Mesmer-Magnus, J. R., DeChurch, L. A., Jimenez-Rodriguez, M., Wildman, J., & Shuf­
fler, M. (2011). A meta-analytic investigation of virtuality and information sharing in
teams. Organizational Behavior Human Decision Processes, 115, 214–225. https://
doi.org/10.1016/j.obhdp.2011.03.002
Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional
approach to understanding leadership structures and processes. Journal of Manage­
ment, 36, 5–39.
Ndofor, H. A., Sirmon, D. G., & He, X. (2015). Utilizing the firm’s resources: How TMT
heterogeneity and resulting faultlines affect TMT tasks. Strategic Management Jour­
nal, 36(11), 1656–1674.
22 Stephen J. Zaccaro, Nathan J. Hiller, and Richard J. Klimoski

Neely, B. H., Lovelace, J. B., Cowen, A. P., & Hiller, N. J. (2020). Metacritiques of upper
echelons theory: Verdicts and recommendations for future research. Journal of Man­
agement. https://doi.org/10.1177/0149206320908640
Nelson, J. K., Zaccaro, S. J., & Herman, J. L. (2010). Strategic information provision
and experiential variety as tools for developing adaptive leadership skills. Consulting
Psychology Journal: Practice and Research, 62, 131–142.
Pearce, C. L., & Conger, J. A. (Eds.). (2003). Shared leadership: Reframing the hows and
whys of leadership. Thousand Oaks, CA: Sage.
Ployhart, R. E., Schepker, D. J., & McFarland, L. A. (2022). A review and theoretical
framework for understanding external team contexts. Journal of Applied Psychology,
107, 1052–1069.
Ployhart, R. E., Schepker, D. J., Wright, P. M., & Strizver, S. D. (2024). Creating dynamic
capabilities for agile executive selection and succession. In S. J. Zaccaro, N. J. Hiller,
& R. J. Klimoski (Eds.), Senior leadership teams and the agile organization (pp. 246–
290). New York, NY: Routledge.
Ployhart, R. E., Schmitt, N., & Tippins, N. T. (2017). Solving the supreme problem:
100 years of selection and recruitment at the Journal of Applied Psychology. Journal
of Applied Psychology, 102(3), 291.
Pulakos, E. D., Kantrowitz, T., & Schneider, B. (2019). What leads to organizational agil­
ity: It’s not what you think. Consulting Psychology Journal: Practice and Research,
71(4), 305–320. https://doi.org/10.1037/cpb0000150
Rindova, V. P., & Courtney, H. (2020). To shape or adapt: Knowledge problems, episte­
mologies and strategic postures under Knightian uncertainty. Academy of Manage­
ment Review, 45, 787–807.
Salas, E. (Ed.). (2015). Team training essentials: A research-based guide. New York, NY:
Routledge.
Sheffey, A. (2021, April 16). The pandemic may have caused 200,000 business closures —
fewer than expected. https://www.businessinsider.com/small-business-closures­
pandemic-less-expected-past-year-fed-survey-2021-4#:~:text=A%20Fed%20
survey%20found%20that,be%20because%20of%20government%20aid.
Simsek, Z., Veiga, J. F., Lubatkin, M. H., & Dino, R. N. (2005). Modeling the multilevel
determinants of top management team behavioral integration. Academy of Manage­
ment Journal, 48, 69–84.
Stewart, S., & Amason, A. C. (2017). Assessing the state of top management teams
research. In Oxford research encyclopedia for business management (pp. 1–24). New
York, NY: Oxford University Press.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range
Planning, 43(2), 172–194.
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning,
51(1), 40–49. http://dx.doi.org/10.1016/j.lrp.2017.06.007
Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agil­
ity: Risk, uncertainty, and strategy in the innovation economy. California Manage­
ment Review, 58(4), 13–35. https://doi.org/10.1525/cmr.2016.58.4.13
Thompson, D. (2022, June 26). Air travel Is a disaster right now. Here’s why. https://www.
theatlantic.com/newsletters/archive/2022/06/summer-air-travel-flights-cancelled/
661385/
 Introduction 23

Tsai, W. P. (2002). Social structure of “coopetition” within a multiunit organization:

Coordination, competition, and intraorganizational knowledge sharing. Organization
Science, 13(2), 179–190.
Tully, S. (2021, June 17). A strategy session at 40,000 feet: How Southwest Airlines
used the pandemic to outmaneuver the majors. https://fortune.com/2021/06/17/
southwest-airlines-covid-pandemic-air-travel-competition/
Tushman, M. L., & O’Reilly III, C. A. (1996). Ambidextrous organizations: Managing
evolutionary and revolutionary change. California Management Review, 38(4), 8–29.
Walter, A. T. (2021). Organizational agility: Ill-defined and somewhat confusing? A sys­
tematic literature review and conceptualization. Management Review, 71, 343–391.
https://doi.org/10.1007/s11301-020-00186-6
Walter, A. T., & Raetze, S. (2021). Toward a process-oriented model of organizational
agility: A dynamic capability perspective. Journal of Competences, Strategy & Man­
agement, 11, 1–20. https://doi.org/10.25437/jcsm-vol11-22
Wegner, D. M. 1987. Transactive memory: A contemporary analysis of the group mind.
In Theories of Group Behavior (pp. 185–208). New York, NY: Springer.
Werder, K., Richter, J., Hennel, P., Dreesen, T., Fischer, M., & Weingarth, J. (2021).
A three-pronged view on organizational agility. IT Professional, 23, 89–95. https://
doi.org/10.1109/MITP.2020.3016488
Worley, C., Williams, T., & Lawler, E. (2014). The agility factor: Building adaptable
organizations for superior performance. San Francisco, CA: Jossey-Bass.
Youssef, M. A. (1992). Agile manufacturing: A necessary condition for competing in
global markets. Industrial Engineering, 18–20.
Zaccaro, S. J. (2001). The nature of executive leadership: A conceptual and empirical
analysis of success. Washington, DC: APA Books.
Zaccaro, S. J., Heinen, B., & Shuffler, M. (2009). Team leadership and team effective­
ness. In E. Salas., J. Goodwin, & C. S. Burke (Eds.), Team effectiveness in complex
organizations: Cross disciplinary perspective and approaches (pp. 83–111). San
Francisco, CA: Jossey-Bass.
Zaccaro, S. J., Rittman, A., & Marks, M. A. (2001). Team leadership. Leadership Quar­
terly, 12, 451–484.
Zaccaro, S. J., Zhou, S., & Resick, C. (2024). CEO characteristics and organizational
agility. In S. J. Zaccaro, N. J. Hiller, & R. J. Klimoski (Eds.), Senior leadership teams
and the agile organization (pp. 187–222). New York, NY: Routledge.
Zhang, Z., & Sharifi, H. (2000). A methodology for achieving agility in manufacturing
organisations. International Journal of Operations & Production Management, 20(4),
496–513. https://doi.org/10.1108/01443570010314818
Žitkienė, R., & Deksnys, M. (2018). Organizational agility conceptual model. Montene­
grin Journal of Economics, 14(2), 115–129.
Senior Leadership Teams and the Agile Organization
Aime, F. , Humphrey, S. , DeRue, D. S. , & Paul, J. B. (2014). The riddle of heterarchy:
Power transitions in cross-functional teams. Academy of Management Journal, 57(2),
327–352.
Appelbaum, S. H. , Calla, R. , Desautels, D. , & Hasan, L. N. (2017a). The challenges of
organizational agility: Part 1. Industrial and Commercial Training, 49(1), 6–14.
https://doi.org/10.1108/ICT-05-2016-0027
Appelbaum, S. H. , Calla, R. , Desautels, D. , & Hasan, L. N. (2017b). The challenges of
organizational agility: Part 2. Industrial and Commercial Training, 49(2), 69–74.
https://doi.org/10.1108/ICT-05-2016-0028
Asencio, R. , & DeChurch, L. A. (2017). Assessing collaboration within and between teams: A
multiteam systems perspective. In A. A. von Davier , M. Zhu , & P. C. Kyllonen (Eds.),
Innovative assessment of collaboration (pp. 37–50). Cham: Springer International Publishing.
Bahns, A. J. , Pickett, K. M. , & Crandall, C. S. (2012). Social ecology of similarity: Big
schools, small schools and social relationships. Group Processes & Intergroup Relations,
15(1), 119–131. https://doi.org/10.1177/1368430211410751
Baron, M. (2022, July 25). How did air travel get so bad?
https://www.afar.com/magazine/why-there-are-so-many-delayed-and-canceled-flights-in-
2022.
Baškarada, S. , & Koronios, A. (2018). The 5S organizational agility framework: A dynamic
capabilities perspective. International Journal of Organizational Analysis, 26(2), 331–342.
https://doi.org/10.1108/IJOA-05-2017-1163
Bengtsson, M. , Raza-Ullah, T. , & Srivastava, M. K. (2020). Looking different vs thinking
differently: Impact of TMT diversity on coopetition capability. Long Range Planning, 53(1),
101857.
Bi, R. , Davidson, R. , Kam, B. , & Smyrnios, K. (2013). Developing organizational agility
through IT and supply chain capability. Journal of Global Information Management, 21(4),
38–55. http://doi.org/10.4018/jgim.2013100103
Bisbey, T. M. , Reyes, D. L. , Traylor, A. M. , & Salas, E. (2019). Teams of psychologists
helping teams: The evolution of the science of team training. American Psychologist, 74(3),
278–289. https://doi.org/10.1037/amp0000419
Brown, J. L. , & Agnew, N. M. (1982). Corporate agility. Business Horizons, 25(2), 29–33.
Conboy, K. , & Fitzgerald, B. (2004). Toward a conceptual framework of agile methods: A
study of agility in different disciplines. Proceedings of the 2004 ACM Workshop on
Interdisciplinary Software Engineering Research, 37–44.
https://doi.org/10.1145/1029997.1030005
Contractor, N. S. , DeChurch, L. A. , Carson, J. , Carter, D. R. , & Keegan, B. (2012). The
topology of collective leadership. The Leadership Quarterly, 23, 994–1011.
Cooper, D. , Patel, P. C. , & Thatcher, S. M. (2014). It depends: Environmental context and
the effects of faultlines on top management team performance. Organization Science, 25(2),
633–652.
Day, D. V. , Conger, J. A. , & Dannhäuser, L. (2024). Developing the senior leadership team
for dynamic capabilities. In S. J. Zaccaro , N. J. Hiller , & R. J. Klimoski (Eds.), Senior
leadership teams and the agile organization (pp. 291–316). New York: Routledge.
DeChurch, L. A. , Hiller, N. J. , Murase, T. , Doty, D. , & Salas, E. (2010). Leadership across
levels: Levels of leadership and their levels of impact. The Leadership Quarterly, 21,
1069–1085.
DeChurch, L. A. , & Zaccaro, S. (2013). Innovation in scientific multiteam systems:
Confluence and countervailing forces. Paper commissioned by the National Research
Council. Retrieved from http://sites.nationalacademies.org/cs/groups/dbassesite/doc-
uments/webpage/dbasse_083773.pdf
Denning, S. (2018). The age of agile: How smart companies are transforming the way work
gets done. New York: American Management Association.
Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource
practices contribute. Human Resource Management Review, 30(1), 100693.
Doz, Y. , & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for
accelerating business model renewal. Long Range Planning Special Issue on Business
Models, 43, 2–3.
Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments.
Academy of Management Journal, 32(3), 543–576. https://doi.org/10.2307/256434
Endsley, M. R. (1995). Toward a theory of situation awareness in dynamic systems. Human
Factors, 37, 32–64.
Endsley, M. R. (2015). Situation awareness misconceptions and misunderstandings. Journal
of Cognitive Engineering and Decision Making, 9(1), 4–32.
Essman, S. M. , & Nyberg, A. (2024). Executive compensation: How organizations use pay
mix to maximize top management team effectiveness and agility. In S. J. Zaccaro , N. J. Hiller
, & R. J. Klimoski (Eds.), Senior leadership teams and the agile organization (pp. 317–335).
New York, NY: Routledge.
Finkelstein, S. , & Hambrick, D. C. (1996). Strategic leadership: Top executives and their
effects on organizations. Minneapolis, MN and St. Paul, MN: West Educational Publishing.
Finkelstein, S. , Hambrick, D. C. , & Cannella, A. A. (2009). Strategic leadership: Theory and
research on executives, top management teams and boards. New York: Oxford University
Press.
Guion, R. M. (1965). Personnel testing. New York: McGraw-Hill.
Hackman, J. R. , & Morris, C. G. (1975). Group tasks, group interaction process, and group
performance effectiveness: A review and proposed integration. In Advances in experimental
social psychology (Vol. 8, pp. 45–99). New York: Academic Press.
Hambrick, D. C. (1994). Top management groups: A conceptual integration and
reconsideration of the “team” label. In B. M. Staw & L. L. Cummings (Eds.), Research in
organizational behavior (pp. 171–214). Greenwich, CT: JAI Press.
Hambrick, D. C. , & Abrahamson, E. (1995). Assessing managerial discretion across
industries: A multimethod approach. Academy of Management Journal, 38, 1427–1441.
Hambrick, D. C. , Cho, T. S. , & Chen, M. J. (1996). The influence of top management team
heterogeneity on firms’ competitive moves. Administrative Science Quarterly, 41(4), 659–684.
https://doi.org/10.2307/2393871
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.
Harraf, A. , Wanasika, I. , Tate, K. , & Talbott, K. (2015). Organizational agility. Journal of
Applied Business Research, 31(2), 675–686.
Heavey, C. , & Simsek, Z. (2017). Distributed cognition in top management teams and
organizational ambidexterity: The influence of transactive memory systems. Journal of
Management, 43(3), 919–945. https://doi.org/10.1177/0149206314545652
Heavey, C. , & Simsek, Z. (2024). Dynamic capabilities and the nature of organizational
agility: Towards managerial theory. In S. J. Zaccaro , N. J. Hiller , & R. J. Klimoski (Eds.),
Senior leadership teams and the agile organization (pp. 44–81). New York, NY: Routledge.
Helfat, C. E. , & Martin, J. A. (2015). Dynamic managerial capabilities. Journal of
Management, 41(5), 1281–1312.
Helfat, C. E. , & Peteraf, M. A. (2015). Managerial cognitive capabilities and the micro-
foundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.
https://doi.org/10.1002/smj.2247
Hiller, N. J. , Day, D. V. , & Vance, R. J. (2006). Collective enactment of leadership roles and
team effectiveness: A field study. The Leadership Quarterly, 17(4), 387–397.
Hiller, N. J. , & Ozgen. S. (2024). Organizational agility and organizational effectiveness. In
Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.), Senior leadership teams and the agile
organization (pp. 24–43). New York, NY: Routledge.
Holmes. R. M., Jr. , Hitt, M. A. , Perrewé, P. L. , Palmer, J. C. , & Molina-Siero, G. (2021).
Building cross-disciplinary bridges in leadership: Integrating top executive personality and
leadership theory and research. The Leadership Quarterly, 32, 1–24.
Holsapple, C. , & Li, X. (2008). Understanding organizational agility: A work-design
perspective. Washington, DC: Office of the Assistant Secretary of Defense for Networks and
Information Integration. Retrieved from https://apps.dtic.mil/sti/pdfs/ADA486893.pdf
Ilgen, D. R. , Hollenbeck, J. R. , Johnson, M. , & Jundt, D. (2005). Teams in organizations:
From I-P-O models to IMOI models. Annual Review of Psychology, 56, 517–543.
https://doi.org/10.1146/annurev.psych.56.091103.070250
Irfan, M. , Wang, M. , & Akhtar, N. (2019). Impact of IT capabilities on supply chain
capabilities and organizational agility: A dynamic capability view. Operations Manage ment
Research, 12, 113–128. https://doi.org/10.1007/s12063-019-00142-y
Kahl, J. , de Klerk, S. , & Ogulin, R. (2022). Agile strategies for middle managers.
Management Decision, 60(1), 146–166. https://doi.org/10.1108/MD-07-2020-0889
Kozlowski, S. W. J. , Mak, S. , & Chao, G. T. (2016). Team-centric leadership: An integrative
review. Annual Review of Organizational Psychology and Organizational Behavior, 3, 21–54.
Lawrence, P. R. , & Lorsch, J. W. (1967). Differentiation and integration in complex
organizations. Administrative Science Quarterly, 12, 1–47.
Li, J. , & Tang, Y. I. (2010). CEO hubris and firm risk-taking in China: The moderating role of
managerial discretion. Academy of Management Journal, 53, 45–68.
Lu, Y. , & Ramamurthy, K. R. (2011). Understanding the link between information technology
capability and organizational agility: An empirical examination. MIS Quarterly, 35(4),
931–954.
Luciano, M. M. , Nahrgang, J. D. , & Shropshire, C. (2020). Strategic leadership systems:
Viewing top management teams and boards of directors from a multiteam systems
perspective. Academy of Management Review, 45(3), 675–701.
Marks, M. A. , Mathieu, J. , & Zaccaro, S. J. (2001). A temporally based framework and
taxonomy of team processes. Academy of Management Review, 26, 356–376.
Mathieu, J. E. , Gallagher, P. T. , Domingo, M. A. , & Klock, E. A. (2019). Embracing
complexity: Reviewing the past decade of team effectiveness research. Annual Review of
Organizational Psychology and Organizational Behavior, 6, 17–46.
Mathieu, J. E. , Hollenbeck, J. R. , Knippenberg, D. V. , & Ilgen, D. R. (2017). A century of
work teams in the Journal of Applied Psychology . Journal of Applied Psychology, 102(3),
452–467. https://doi.org/10.1037/apl0000128
Mathieu, M. , Marks, M. A. , & Zaccaro, S. J. (2001). Multiteam systems theory. In N.
Anderson , D. Oniz , & C. Viswesvaran (Eds.), The international handbook of work and
organizational psychology (pp. 289–312). London: Sage Publications.
McGrath, J. (1984). Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice-
Hall.
Mesmer-Magnus, J. R. , DeChurch, L. A. , Jimenez-Rodriguez, M. , Wildman, J. , & Shuffler,
M. (2011). A meta-analytic investigation of virtuality and information sharing in teams.
Organizational Behavior Human Decision Processes, 115, 214–225.
https://doi.org/10.1016/j.obhdp.2011.03.002
Morgeson, F. P. , DeRue, D. S. , & Karam, E. P. (2010). Leadership in teams: A functional
approach to understanding leadership structures and processes. Journal of Management, 36,
5–39.
Ndofor, H. A. , Sirmon, D. G. , & He, X. (2015). Utilizing the firm's resources: How TMT
heterogeneity and resulting faultlines affect TMT tasks. Strategic Management Journal,
36(11), 1656–1674.
Neely, B. H. , Lovelace, J. B. , Cowen, A. P. , & Hiller, N. J. (2020). Metacritiques of upper
echelons theory: Verdicts and recommendations for future research. Journal of Management.
https://doi.org/10.1177/0149206320908640
Nelson, J. K. , Zaccaro, S. J. , & Herman, J. L. (2010). Strategic information provision and
experiential variety as tools for developing adaptive leadership skills. Consulting Psychology
Journal: Practice and Research, 62, 131–142.
Pearce, C. L. , & Conger, J. A. (Eds.). (2003). Shared leadership: Reframing the hows and
whys of leadership. Thousand Oaks, CA: Sage.
Ployhart, R. E. , Schepker, D. J. , & McFarland, L. A. (2022). A review and theoretical
framework for understanding external team contexts. Journal of Applied Psychology, 107,
1052–1069.
Ployhart, R. E. , Schepker, D. J. , Wright, P. M. , & Strizver, S. D. (2024). Creating dynamic
capabilities for agile executive selection and succession. In S. J. Zaccaro , N. J. Hiller , & R.
J. Klimoski (Eds.), Senior leadership teams and the agile organization (pp. 246–290). New
York, NY: Routledge.
Ployhart, R. E. , Schmitt, N. , & Tippins, N. T. (2017). Solving the supreme problem: 100
years of selection and recruitment at the Journal of Applied Psychology . Journal of Applied
Psychology, 102(3), 291.
Pulakos, E. D. , Kantrowitz, T. , & Schneider, B. (2019). What leads to organizational agility:
It's not what you think. Consulting Psychology Journal: Practice and Research, 71(4),
305–320. https://doi.org/10.1037/cpb0000150
Rindova, V. P. , & Courtney, H. (2020). To shape or adapt: Knowledge problems,
epistemologies and strategic postures under Knightian uncertainty. Academy of Manage
ment Review, 45, 787–807.
Salas, E. (Ed.). (2015). Team training essentials: A research-based guide. New York, NY:
Routledge.
Sheffey, A. (2021, April 16). The pandemic may have caused 200,000 business closures —
fewer than expected. https://www.businessinsider.com/small-business-closures-pandemic-
less-expected-past-year-fed-survey-2021-4#:~:text=A%20Fed%20
survey%20found%20that,be%20because%20of%20government%20aid.
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, 69–84.
Stewart, S. , & Amason, A. C. (2017). Assessing the state of top management teams
research. In Oxford research encyclopedia for business management (pp. 1–24). New York,
NY: Oxford University Press.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range
Planning, 43(2), 172–194.
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1),
40–49. http://dx.doi.org/10.1016/j.lrp.2017.06.007
Teece, D. J. , Peteraf, M. , & Leih, S. (2016). Dynamic capabilities and organizational agility:
Risk, uncertainty, and strategy in the innovation economy. California Management Review,
58(4), 13–35. https://doi.org/10.1525/cmr.2016.58.4.13
Thompson, D. (2022, June 26). Air travel Is a disaster right now. Here's why.
https://www.theatlantic.com/newsletters/archive/2022/06/summer-air-travel-flights-
cancelled/661385/
Tsai, W. P. (2002). Social structure of “coopetition” within a multiunit organization:
Coordination, competition, and intraorganizational knowledge sharing. Organization Science,
13(2), 179–190.
Tully, S. (2021, June 17). A strategy session at 40,000 feet: How Southwest Airlines used the
pandemic to outmaneuver the majors. https://fortune.com/2021/06/17/southwest-airlines-
covid-pandemic-air-travel-competition/
Tushman, M. L. , & O'Reilly III, C. A. (1996). Ambidextrous organizations: Managing
evolutionary and revolutionary change. California Management Review, 38(4), 8–29.
Walter, A. T. (2021). Organizational agility: Ill-defined and somewhat confusing? A systematic
literature review and conceptualization. Management Review, 71, 343–391.
https://doi.org/10.1007/s11301-020-00186-6
Walter, A. T. , & Raetze, S. (2021). Toward a process-oriented model of organizational agility:
A dynamic capability perspective. Journal of Competences, Strategy & Management, 11,
1–20. https://doi.org/10.25437/jcsm-vol11-22
Wegner, D. M. 1987. Transactive memory: A contemporary analysis of the group mind. In
Theories of Group Behavior (pp. 185–208). New York, NY: Springer.
Werder, K. , Richter, J. , Hennel, P. , Dreesen, T. , Fischer, M. , & Weingarth, J. (2021). A
three-pronged view on organizational agility. IT Professional, 23, 89–95.
https://doi.org/10.1109/MITP.2020.3016488
Worley, C. , Williams, T. , & Lawler, E. (2014). The agility factor: Building adaptable
organizations for superior performance. San Francisco, CA: Jossey-Bass.
Youssef, M. A. (1992). Agile manufacturing: A necessary condition for competing in global
markets. Industrial Engineering, 18–20.
Zaccaro, S. J. (2001). The nature of executive leadership: A conceptual and empirical
analysis of success. Washington, DC: APA Books.
Zaccaro, S. J. , Heinen, B. , & Shuffler, M. (2009). Team leadership and team effectiveness.
In E. Salas ., J. Goodwin , & C. S. Burke (Eds.), Team effectiveness in complex
organizations: Cross disciplinary perspective and approaches (pp. 83–111). San Francisco,
CA: Jossey-Bass.
Zaccaro, S. J. , Rittman, A. , & Marks, M. A. (2001). Team leadership. Leadership Quarterly,
12, 451–484.
Zaccaro, S. J. , Zhou, S. , & Resick, C. (2024). CEO characteristics and organizational agility.
In S. J. Zaccaro , N. J. Hiller , & R. J. Klimoski (Eds.), Senior leadership teams and the agile
organization (pp. 187–222). New York, NY: Routledge.
Zhang, Z. , & Sharifi, H. (2000). A methodology for achieving agility in manufacturing
organisations. International Journal of Operations & Production Management, 20(4),
496–513. https://doi.org/10.1108/01443570010314818
Žitkienė, R. , & Deksnys, M. (2018). Organizational agility conceptual model. Montenegrin
Journal of Economics, 14(2), 115–129.

Organizational Agility and Organizational Effectiveness

Adner, R. , & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities.
Strategic Management Journal, 24(10), 1011–1025.
Agarwal, R. , & Helfat, C. E. (2009). Strategic renewal of organizations. Organization
Science, 20(2), 281–293.
Ambrosini, V. , Bowman, C. , & Collier, N. (2009). Dynamic capabilities: An exploration of
how firms renew their resource base. British Journal of Management, 20, S9–S24.
Austin, J. T. , & Villanova, P. (1992). The criterion problem: 1917–1992. Journal of Applied
Psychology, 77(6), 836–874.
Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year
retrospective on the resource-based view. Journal of Management, 27(6), 643–650.
Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the
future. Journal of Management, 36(1), 256–280.
Beisland, L. A. , D'Espallier, B. , & Mersland, R. (2019). The commercialization of the
microfinance industry: Is there a ‘personal mission drift among credit officers’? Journal of
Business Ethics, 158(1), 119–134.
Berends, H. , van Burg, E. , & Garud, R. (2021). Pivoting or persevering with venture ideas:
Recalibrating temporal commitments. Journal of Business Venturing, 36(4), 106126.
Bigelow, L. , Nickerson, J. A. , & Park, W. Y. (2019). When and how to shift gears: Dynamic
trade-offs among adjustment, opportunity, and transaction costs in response to an innovation
shock. Strategic Management Journal, 40(3), 377–407.
Birkinshaw, J. , & Gibson, C. (2004). Building an ambidextrous organization. MIT Sloan
Management Review, 45(4), 47–55.
Birkinshaw, J. , Zimmermann, A. , & Raisch, S. (2016). How do firms adapt to discontinuous
change? Bridging the dynamic capabilities and ambidexterity perspectives. California
Management Review, 58(4), 36–58.
Bititci, U. , Garengo, P. , Dörfler, V. , & Nudurupati, S. (2012). Performance measurement:
Challenges for tomorrow. International Journal of Management Reviews, 14(3), 305–327.
Brock, D. M. , & Hitt, M. A. (2022, August 5–9). Higher order capabilities in international firms:
Review, analyses and future directions [Conference presentation]. 2022 Academy of
Management Annual Meeting, Seattle, WA.
https://journals.aom.org/doi/abs/10.5465/AMBPP.2022.10506abstract
Cameron, K. S. , & Whetten, D. A. (Eds.). (1983). Organizational effectiveness: A comparison
of multiple models. New York: Academic Press.
Capon, N. , Farley, J. U. , & Hoenig, S. (1990). Determinants of financial performance: A
meta-analysis. Management Science, 36(10), 1143–1159.
Chakravarthy, B. S. (1986). Measuring strategic performance. Strategic Management
Journal, 7(5), 437–458.
Collis, D. J. (1994). Research note: How valuable are organizational capabilities? Strategic
Management Journal, 15(S1), 143–152.
Connolly, T. , Conlon, E. J. , & Deutsch, S. J. (1980). Organizational effectiveness: A
multiple-constituency approach. Academy of Management Review, 5(2), 211–218.
Crilly, N. (2018). ‘Fixation’ and ‘the pivot’: Balancing persistence with flexibility in design and
entrepreneurship. International Journal of Design Creativity and Innovation, 6(1–2), 52–65.
Cyert, R. M. , & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ:
Prentice-Hall.
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic
Management Journal, 23(12), 1095–1121.
Danneels, E. (2008). Organizational antecedents of second-order competences. Strategic
Management Journal, 29(5), 519–543.
De Toni, A. , & Tonchia, S. (1998). Manufacturing flexibility: A literature review. International
Journal of Production Research, 36(6), 1587–1617.
Denison, D. R. , & Mishra, A. K. (1995). Toward a theory of organizational culture and
effectiveness. Organization Science, 6(2), 204–223.
Duclos, L. K. , Vokurka, R. J. , & Lummus, R. R. (2003). A conceptual model of supply chain
flexibility. Industrial Management & Data Systems, 103(6), 446–456.
Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for
innovation. In R. H. Kilmann , L. R. Pondy , & D. Slevin (Eds.), The management of
organization (Vol. 1, pp. 167–188). North-Holland.
Easterby-Smith, M. , Lyles, M. A. , & Peteraf, M. A. (2009). Dynamic capabilities: Current
debates and future directions. British Journal of Management, 20, S1–S8.
Eisenhardt, K. M. , & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic
Management Journal, 21(10–11), 1105–1121.
Evans, J. S. (1991). Strategic flexibility for high technology manoeuvres: A conceptual
framework. Journal of Management Studies, 28(1), 69–89.
Fainshmidt, S. , Pezeshkan, A. , Frazier, M. L. , Nair, A. , & Markowski, E. (2016). Dynamic
capabilities and organizational performance: A meta-analytic evaluation and extension.
Journal of Management Studies, 53(8), 1348–1380.
Fallon-Byrne, L. , & Harney, B. (2017). Microfoundations of dynamic capabilities for
innovation: A review and research agenda. The Irish Journal of Management, 36(1), 21–31.
Fang, E. E. , & Zou, S. (2009). Antecedents and consequences of marketing dynamic
capabilities in international joint ventures. Journal of International Business Studies, 40(5),
742–761.
Floyd, S. W. , & Lane, P. J. (2000). Strategizing throughout the organization: Managing role
conflict in strategic renewal. Academy of Management Review, 25(1), 154–177.
Fourné, S. P. , Rosenbusch, N. , Heyden, M. L. , & Jansen, J. J. (2019). Structural and
contextual approaches to ambidexterity: A meta-analysis of organizational and environmental
contingencies. European Management Journal, 37(5), 564–576.
Friedman, A. L. , & Miles, S. (2002). Developing stakeholder theory. Journal of Management
Studies, 39(1), 1–21.
Gersick, C. J. (1991). Revolutionary change theories: A multilevel exploration of the
punctuated equilibrium paradigm. Academy of Management Review, 16(1), 10–36.
Gibson, C. B. , & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role
of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226.
Golden, W. , & Powell, P. (2000). Towards a definition of flexibility: In search of the Holy
Grail? Omega, 28(4), 373–384.
Grimes, M. G. , Williams, T. A. , & Zhao, E. Y. (2020). Beyond hybridity: Accounting for the
values complexity of all organizations in the study of mission and mission drift. Academy of
Management Review, 45(1), 234–238.
Hampel, C. E. , Tracey, P. , & Weber, K. (2020). The art of the pivot: How new ventures
manage identification relationships with stakeholders as they change direction. Academy of
Management Journal, 63(2), 440–471.
Harrigan, K. R. (1985). Strategic flexibility: A management guide for changing times. Simon
and Schuster.
Heimeriks, K. H. , Schijven, M. , & Gates, S. (2012). Manifestations of higher-order routines:
The underlying mechanisms of deliberate learning in the context of postacquisition
integration. Academy of Management Journal, 55(3), 703–726.
Helfat, C. E. , Finkelstein, S. , Mitchell, W. , Peteraf, M. , Singh, H. , Teece, D. , & Winter, S.
G. (2009). Dynamic capabilities: Understanding strategic change in organizations. Malden,
MA: John Wiley & Sons.
Helfat, C. E. , & Peteraf, M. A. (2009). Understanding dynamic capabilities: Progress along a
developmental path. Strategic Organization, 7(1), 91–102.
Huff, J. O. , Huff, A. S. , & Thomas, H. (1992). Strategic renewal and the interaction of
cumulative stress and inertia. Strategic Management Journal, 13(S1), 55–75.
Hult, G. T. M. , & Ketchen Jr, D. J. (2001). Does market orientation matter?: A test of the
relationship between positional advantage and performance. Strategic Management Journal,
22(9), 899–906.
Junni, P. , Sarala, R. M. , Taras, V. A. S. , & Tarba, S. Y. (2013). Organizational
ambidexterity and performance: A meta-analysis. Academy of Management Perspectives,
27(4), 299–312.
Kanter, R. M. , & Brinkerhoff, D. (1981). Organizational performance: Recent developments
in measurement. Annual Review of Sociology, 7(1), 321–349.
Kirtley, J. , & O'Mahony, S. (2020). What is a pivot? Explaining when and how
entrepreneurial firms decide to make strategic change and pivot. Strategic Management
Journal, 1–34.
Kor, Y. Y. , & Mesko, A. (2013). Dynamic managerial capabilities: Configuration and
orchestration of top executives’ capabilities and the firm's dominant logic. Strategic
Management Journal, 34(2), 233–244.
Lee, S. H. , & Makhija, M. (2009). Flexibility in internationalization: Is it valuable during an
economic crisis? Strategic Management Journal, 30(5), 537–555.
Levinthal, D. A. , & March, J. G. (1993). The myopia of learning. Strategic Management
Journal, 14(S2), 95–112.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization
Science, 2, 71–87.
March, J. G. , & Simon, H. A. (1993). Organizations. New York, NY: John Wiley & Sons.
March, J. G. , & Sutton, R. I. (1997). Crossroads—organizational performance as a
dependent variable. Organization Science, 8(6), 698–706.
McDonald, R. , & Gao, C. (2019). Pivoting isn't enough? Managing strategic reorientation in
new ventures. Organization Science, 30(6), 1289–1318.
McKinsey . (2017). www.mckinsey.com/business-functions/people-and-organizational-
performance/our-insights/how-to-create-an-agile-organization
Miles, R. E. , Snow, C. C. , Meyer, A. D. , & Coleman Jr, H. J. (1978). Organizational
strategy, structure, and process. Academy of Management Review, 3(3), 546–562.
Nadkarni, S. , & Narayanan, V. K. (2007). Strategic schemas, strategic flexibility, and firm
performance: The moderating role of industry clockspeed. Strategic Management Journal,
28(3), 243–270.
O'Reilly, C. A. , & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business
Review, 82(4), 74–83.
O'Reilly III, C. A. , & Tushman, M. L. (2008). Ambidexterity as a dynamic capability:
Resolving the innovator's dilemma. Research in Organizational Behavior, 28, 185–206.
Parmar, B. L. , Freeman, R. E. , Harrison, J. S. , Wicks, A. C. , Purnell, L. , & De Colle, S.
(2010). Stakeholder theory: The state of the art. Academy of Management Annals, 4(1),
403–445.
Reeves, M. , & Deimler, M. (2011). Adaptability: The new competitive advantage. Harvard
Business Review, 89, 135–141.
Richard, P. J. , Devinney, T. M. , Yip, G. S. , & Johnson, G. (2009). Measuring organizational
performance: Towards methodological best practice. Journal of Management, 35(3),
718–804.
Ross, A. M. , Rhodes, D. H. , & Hastings, D. E. (2008). Defining changeability: Reconciling
flexibility, adaptability, scalability, modifiability, and robustness for maintaining system
lifecycle value. Systems Engineering, 11(3), 246–262.
Sanchez, R. (1993). Strategic flexibility, firm organization, and managerial work in dynamic
markets: A strategic options perspective. Advances in Strategic Management, 9(1), 251–291.
Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management
Journal, 16(1), 135–159.
Schilke, O. , Hu, S. , & Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content-
analytic review of the current state of knowledge and recommendations for future research.
Academy of Management Annals, 12(1), 390–439.
Schmitt, A. , Raisch, S. , & Volberda, H. W. (2018). Strategic renewal: Past research,
theoretical tensions and future challenges. International Journal of Management Reviews,
20(1), 81–98.
Shimizu, K. , & Hitt, M. A. (2004). Strategic flexibility: Organizational preparedness to reverse
ineffective strategic decisions. Academy of Management Perspectives, 18(4), 44–59.
Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal
of Management Studies, 46(4), 597–624.
Slack, N. (2005). The changing nature of operations flexibility. International Journal of
Operations & Production Management, 25(2), 1201–1210.
Stadler, C. , Helfat, C. E. , & Verona, G. (2013). The impact of dynamic capabilities on
resource access and development. Organization Science, 24(6), 1782–1804.
Steers, R. M. (1975). Problems in the measurement of organizational effectiveness.
Administrative Science Quarterly, 546–558.
Teece, D. J. (2014). The foundations of enterprise performance: Dynamic and ordinary
capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4),
328–352.
Teece, D. , Peteraf, M. , & Leih, S. (2016). Dynamic capabilities and organizational agility:
Risk, uncertainty, and strategy in the innovation economy. California Management Review,
58(4), 13–35.
Teece, D. J. , Pisano, G. , & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7), 509–533.
Tushman, M. L. , & O'Reilly III, C. A. (1996). Ambidextrous organizations: Managing
evolutionary and revolutionary change. California Management Review, 38(4), 8–29.
Venkatraman, N. , & Ramanujam, V. (1986). Measurement of business performance in
strategy research: A comparison of approaches. Academy of Management Review, 11(4),
801–814.
Wenke, K. , Zapkau, F. B. , & Schwens, C. (2021). Too small to do it all? A meta-analysis on
the relative relationships of exploration, exploitation, and ambidexterity with SME
performance. Journal of Business Research, 132, 653–665.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal,
5(2), 171–180.
Wilden, R. , Hohberger, J. , Devinney, T. M. , & Lavie, D. (2018). Revisiting James March
(1991): Whither exploration and exploitation? Strategic Organization, 16(3), 352–369.
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal,
24(10), 991–995.
Wright, P. M. , & Snell, S. A. (1998). Toward a unifying framework for exploring fit and
flexibility in strategic human resource management. Academy of Management Review, 23(4),
756–772.
Zahra, S. A. , Sapienza, H. J. , & Davidsson, P. (2006). Entrepreneurship and dynamic
capabilities: A review, model and research agenda. Journal of Management Studies, 43(4),
917–955.
Dynamic Capabilities and the Nature of Organizational Agility
Adner, R. , & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities.
Strategic Management Journal, 24(10), 1011–1025. https://doi.org/10.1002/smj.331
Ashby, W. R. (1956). An introduction to cybernetics. John Wiley & Sons.
Atsmon, Y. (2016, August 30). How nimble resource allocation can double your company's
value. McKinsey Quarterly. Retrieved June 16, 2021, from www.mckinsey.com/business-
functions/strategy-and-corporate-finance/our-insights/how-nimble-resource-allocation-can-
double-your-companys-value
Augier, M. , & Teece, D. J. (2008). Strategy as evolution with design: The foundations of
dynamic capabilities and the role of managers in the economic system. Organization Studies,
29(8–9), 1187–1208. https://doi.org/10.1177/0170840608094776
Augier, M. , & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business
strategy and economic performance. Organization Science, 20(2), 410–421.
https://doi.org/10.1287/orsc.1090.0424
Bacharach, S. B. (1989). Organizational theories—some criteria for evaluation. Academy of
Management Review, 14(4), 496–515. https://doi.org/Doi10.2307/258555
Balkundi, P. , & Kilduff, M. (2006). The ties that lead: A social network approach to leadership
(Vol. 16, p. 941, 2005). Leadership Quarterly, 17(4), 418–418.
https://doi.org/10.1016/j.leaqua.2006.01.002
Bandiera, O. , Hansen, S. , Prat, A. , & Sadun, R. (2020). CEO behavior and firm
performance (Vol. 128, p. 1325). Journal of Political Economy, 128(5), 2017–2017.
https://doi.org/10.1086/709252
Beck, J. B. , & Wiersema, M. F. (2013). Executive Decision Making: Linking Dynamic
Managerial Capabilities to the Resource Portfolio and Strategic Outcomes. Journal of
Leadership & Organizational Studies, 20(4), 408–419.
https://doi.org/10.1177/1548051812471722
Berle, A. , & Means, G. (1932). The modern corporation and private property. Commerce
Clearing House.
Boisot, M. , & McKelvey, B. (2011). Complexity and organization-environment relations:
Revisiting Ashby's law of requisite variety. In P. Allen , S. Maguire , & B. McKelvey (Eds.),
The safe handbook of complexity and management (pp. 279–298). Sage Publications.
Brueller, N. N. , Carmeli, A. , & Drori, I. (2014). How do different types of mergers and
acquisitions facilitate strategic agility? California Management Review, 56(3), 39–57.
https://doi.org/10.1525/cmr.2014.56.3.39
Busenbark, J. R. , Krause, R. , Boivie, S. , & Graffin, S. D. (2016). Toward a configurational
perspective on the CEO: A review and synthesis of the management literature. Journal of
Management, 42(1), 234–268. https://doi.org/10.1177/0149206315618448
Cable, D. M. , & Edwards, J. R. (2004). Complementary and supplementary fit: A theoretical
and empirical integration. Journal of Applied Psychology, 89(5), 822–834.
https://doi.org/10.1037/0021–9010.89.5.822
Cao, Q. , Maruping, L. M. , & Takeuchi, R. (2006). Disentangling the effects of CEO turnover
and succession on organizational capabilities: A social network perspective. Organization
Science, 17(5), 563–576. https://doi.org/10.1287/orsc.1060.0201
Chen, G. L. , & Hambrick, D. C. (2012). CEO replacement in turnaround situations: Executive
(mis)fit and its performance implications. Organization Science, 23(1), 225–243.
https://doi.org/10.1287/orsc.1100.0629
Chen, M. J. , & Hambrick, D. C. (1995). Speed, stealth, and selective attack—how small firms
differ from large firms in competitive behavior. Academy of Management Jour nal, 38(2),
453–482. https://doi.org/10.2307/256688
Connelly, B. L. , Tihanyi, L. , Ketchen, D. J. , Carnes, C. M. , & Ferrier, W. J. (2017).
Competitive repertoire complexity: Governance antecedents and performance outcomes.
Strategic Management Journal, 38(5), 1151–1173. https://doi.org/10.1002/smj.2541
Daft, R. L. , & Weick, K. E. (1984). Toward a model of organizations as interpretation
systems. Academy of Management Review, 9(2), 284–295. https://doi.org/10.2307/258441
Damaraju, N. L. , & Makhija, A. K. (2018). The role of social proximity in professional CEO
appointments: Evidence from caste/religion-based hiring of CEOs in India. Strategic
Management Journal, 39(7), 2051–2074. https://doi.org/10.1002/smj.2787
De Dreu, C. K. W. , & West, M. A. (2001). Minority dissent and team innovation: The
importance of participation in decision making. Journal of Applied Psychology, 86(6),
1191–1201. https://doi.org/10.1037//0021-9010.86.6.1191
Dooley, R. S. , & Fryxell, G. E. (1999). Attaining decision quality and commitment from
dissent: The moderating effects of loyalty and competence in strategic decision-making
teams. Academy of Management Journal, 42(4), 389–402. https://doi.org/10.2307/257010
Doz, Y. L. (2020). Fostering strategic agility: How individual executives and human resource
practices contribute. Human Resource Management Review, 30(1).
https://doi.org/10.1016/J.Hrmr.2019.100693
Doz, Y. L. , & Kosonen, M. (2007). Fast strategy: How strategic agility will help you stay
ahead of the game. Wharton School Publishing.
Doz, Y. L. , & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's rollercoaster
experience. California Management Review, 50(3), 95. https://doi.org/10.2307/41166447
Doz, Y. L. , & Kosonen, M. (2010). Embedding strategic agility a leadership agenda for
accelerating business model renewal. Long Range Planning, 43(2–3), 370–382.
https://doi.org/10.1016/j.lrp.2009.07.006
Edmondson, A. C. , & Lei, Z. K. (2014). Psychological safety: The history, renaissance, and
future of an interpersonal construct. Annual Review of Organizational Psychology and
Organizational Behavior , 1(1), 23–43. https://doi.org/10.1146/annurev-orgpsych-031413-
091305
Eisenhardt, K. M. , & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic
Management Journal, 21(10–11), 1105–1121.
https://doi.org/10.1002/1097–0266(200010/11)21:10/11 < 1105::Aid-Smj133 > 3.0.Co;2-E
Fourne, S. P. L. , Jansen, J. J. P. , & Mom, T. J. M. (2014). Strategic agility in MNEs:
Managing tensions to capture opportunities across emerging and established markets.
California Management Review, 56(3), 13–38. https://doi.org/10.1525/cmr.2014.56.3.13
Fox, B. C. , Simsek, Z. , & Heavey, C. (2023). Venture team membership dynamics and new
venture innovation. Strategic Entrepreneurship Journal. https://doi.org/10.1002/sej.1473
Furr, N. R. , & Eisenhardt, K. M. (2021). Strategy and uncertainty: Resource-based view,
strategy-creation view, and the hybrid between them. Journal of Management.
https://doi.org/10.1177%2F01492063211011760
Garvin, D. A. , & Levesque, L. C. (2005). Strategic planning at United Parcel Service (Case
#306002). Harvard Business School.
Gavetti, G. , & Levinthal, D. (2000). Looking forward and looking backward: Cognitive and
experiential search. Administrative Science Quarterly, 45(1), 113–137.
https://doi.org/10.2307/2666981
Gavetti, G. , Levinthal, D. A. , & Rivkin, J. W. (2005). Strategy making in novel and complex
worlds: The power of analogy. Strategic Management Journal, 26(8), 691–712.
https://doi.org/10.1002/smj.475
Giambatista, R. C. , Rowe, W. G. , & Riaz, S. (2005). Nothing succeeds like succession: A
critical review of leader succession literature since 1994. Leadership Quarterly, 16(6),
963–991. https://doi.org/10.1016/j.leaqua.2005.09.005
Gilbert, C. G. (2005). Unbundling the structure of inertia: Resource versus routine rigidity.
Academy of Management Journal, 48(5), 741–763.
Haleblian, J. , & Finkelstein, S. (1993). Top management team size, CEO dominance, and
firm performance—the moderating roles of environmental turbulence and discretion.
Academy of Management Journal, 36(4), 844–863. https://doi.org/10.2307/256761
Hall, S. , Lovallo, D. , & Musters, R. (2012, March). How to put your money where your
strategy is. McKinsey Quarterly. Retrieved June 16, 2021, from
www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/how-to-
put-your-money-where-your-strategy-is
Hambrick, D. C. (1989). Putting top managers back in the strategy picture—introduction.
Strategic Management Journal, 10, 5–15. https://doi.org/10.1002/smj.4250100703
Hambrick, D. C. (1994). Top management groups: A conceptual integration and
reconsideration of the “team” label. In B. M. Staw & L. L. Cummings (Eds.), Research in
organizational behavior (pp. 171–214). JAI Press.
Hambrick, D. C. (1995). Fragmentation and the other problems CEOs have with their top
management teams. California Management Review, 37(3), 110–127.
https://doi.org/10.2307/41165801
Hambrick, D. C. , Cho, T. S. , & Chen, M. J. (1996). The influence of top management team
heterogeneity on firms’ competitive moves. Administrative Science Quarterly, 41(4), 659–684.
https://doi.org/10.2307/2393871
Hambrick, D. C. , & Fredrickson, J. W. (2005). Are you sure you have a strategy? Academy
of Management Executive, 19(4), 51–62. https://doi.org/10.5465/Ame.2005.19417907
Hambrick, D. C. , & Fukutomi, G. D. S. (1991). The seasons of a CEO tenure. Academy of
Management Review, 16(4), 719–742. https://doi.org/10.2307/258978
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.
https://doi.org/10.2307/258434
Harrigan, K. R. (1985). Strategic flexibility: A management guide for changing times. The
Free Press.
Hautz, J. , Seidl, D. , & Whittington, R. (2017). Open strategy: Dimensions, dilemmas,
dynamics. Long Range Planning, 50(3), 298–309. https://doi.org/10.1016/j.lrp.2016.12.001
Helfat, C. E. , & Martin, J. A. (2015). Dynamic managerial capabilities: Review and
assessment of managerial impact on strategic change. Journal of Management, 41(5),
1281–1312. https://doi.org/10.1177/0149206314561301
Helfat, C. E. , & Peteraf, M. A. (2015). Managerial cognitive capabilities and the
microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.
https://doi.org/10.1002/smj.2247
Henderson, A. D. , Miller, D. , & Hambrick, D. C. (2006). How quickly do CEOs become
obsolete? Industry dynamism, CEO tenure, and company performance. Strategic
Management Journal, 27(5), 447–460. https://doi.org/10.1002/smj.524
Herhausen, D. , Morgan, R. E. , Brozovi, D. , & Volberda, H. W. (2021). Re-examining
strategic flexibility: A meta-analysis of its antecedents, consequences and contingencies.
British Journal of Management, 32(2), 435–455. https://doi.org/10.1111/1467-8551.12413
Hill, C. W. L. , & Rothaermel, F. T. (2003). The performance of incumbent firms in the face of
radical technological innovation. Academy of Management Review, 28(2), 257–274.
Holcomb, T. R. , Holmes, R. M. , & Connelly, B. L. (2009). Making the most of what you have:
Managerial ability as a source of resource value creation. Strategic Management Journal,
30(5), 457–485. https://doi.org/10.1002/smj.747
Hutton, S. , Demir, R. , & Eldridge, S. (2021). How does open innovation contribute to the
firm's dynamic capabilities? Technovation.
https://doi.org/10.1016/j.technovation.2021.102288
Jemison, D. B. (1984). The importance of boundary spanning roles in strategic decision-
making. Journal of Management Studies, 21(2), 131–152.
https://doi.org/10.1111/j.1467–6486.1984.tb00228.x
Jensen, M. C. , & Meckling, W. H. (1976). Theory of firm—managerial behavior, agency costs
and ownership structure. Journal of Financial Economics, 3(4), 305–360.
https://doi.org/10.1016/0304–405x(76)90026-X
Ketokivi, M. , & Castaner, X. (2004). Strategic planning as an integrative device.
Administrative Science Quarterly, 49(3), 337–365.
Klimoski, R. J. , & Koles, K. L. K. (2001). The chief executive officer and top management
team interface. In S. J. Zaccaro & R. J. Klimoski (Eds.), The Jossey-Bass business &
management series. The nature of organizational leadership: Understanding the performance
imperatives confronting today's leaders (pp. 219–269). Jossey-Bass.
Kor, Y. Y. , & Mesko, A. (2013). Dynamic managerial capabilities: Configuration and
orchestration of top executives’ capabilities and the firm's dominant logic. Strategic
Management Journal, 34(2), 233–244. https://doi.org/10.1002/smj.2000
Kozlowski, S. W. J. , & Bell, B. S. (2012). Work groups and teams in organizations. In N. W.
Schmitt , S. Highhouse , & I. B. Weiner (Eds.), Handbook of psychology: Industrial and
organizational psychology (pp. 412–469). John Wiley & Sons, Inc.
Lawrence, B. S. (1997). The black box of organizational demography. Organization Science,
8(1), 1–22. https://doi.org/10.1287/Orsc.8.1.1
Lewis, M. W. , Andriopoulos, C. , & Smith, W. K. (2014). Paradoxical leadership to enable
strategic agility. California Management Review, 56(3), 58–77.
https://doi.org/10.1525/cmr.2014.56.3.58
Luciano, M. M. , Nahrgang, J. D. , & Shropshire, C. (2020). Strategic leadership systems:
Viewing top management teams and boards of directors from a multiteam systems
perspective. Academy of Management Review, 45(3), 675–701.
https://doi.org/10.5465/amr.2017.0485
Marks, M. A. , Mathieu, J. E. , & Zaccaro, S. J. (2001). A temporally based framework and
taxonomy of team processes. Academy of Management Review, 26(3), 356–376.
https://doi.org/10.5465/Amr.2001.4845785
Martin, J. A. (2011). Dynamic managerial capabilities and the multibusiness team: The role of
episodic teams in executive leadership groups. Organization Science, 22(1), 118–140.
https://doi.org/10.1287/orsc.1090.0515
Martin, J. A. , & Eisenhardt, K. M. (2010). Rewiring: Cross-business-unit collaborations in
multibusiness organizations. Academy of Management Journal, 53(2), 265–301.
https://doi.org/10.5465/Amj.2010.49388795
McPherson, J. M. , & Smith-Lovin, L. (1987). Homophily in voluntary organizations—status
distance and the composition of face-to-face groups. American Sociological Review, 52(3),
370–379. https://doi.org/10.2307/2095356
Miller, D. , & Shamsie, J. (2001). Learning across the life cycle: Experimentation and
performance among the Hollywood studio heads. Strategic Management Journal, 22(8),
725–745. https://doi.org/10.1002/Smj.171
Milliken, F. J. (1987). 3 types of perceived uncertainty about the environment—state, effect,
and response uncertainty. Academy of Management Review, 12(1), 133–143.
https://doi.org/10.2307/257999
Morton, J. , Stacey, P. , & Mohn, M. (2018). Building and maintaining strategic agility: An
agenda and framework for executive IT leaders. California Management Review, 61(1),
94–113. https://doi.org/10.1177/0008125618790245
Muchinsky, P. M. , & Monahan, C. J. (1987). What is person-environment congruence?
Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31(3),
268–277. https://doi.org/10.1016/0001–8791(87)90043–1
Nelson, R. R. , & Winter, S. G. (1982). An evolutionary theory of economic change. Harvard
University Press.
Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management
Journal, 18, 187–206. https://doi.org/10.1002/(Sici)1097–0266(199707)18:1+<187::Aid-
Smj936>3.3.Co;2-B
Pisano, G. P. (2017). Toward a prescriptive theory of dynamic capabilities: Connecting
strategic choice, learning, and competition. Industrial and Corporate Change, 26(5), 747–762.
https://doi.org/10.1093/icc/dtx026
Porter, M. E. , & Nohria, N. (2018). What do CEOs actually do? Harvard Business Review,
96(4), 52–53.
Raes, A. M. L. , Heijltjes, M. G. , Glunk, U. , & Roe, R. A. (2011). The interface of the top
management team and middle managers: A process model. Academy of Management
Review, 36(1), 102–126. https://doi.org/0.5465/amr.2009.0088
Roberto, M. A. (2003). The stable core and dynamic periphery in top management teams.
Management Decision, 41(2), 120–131. https://doi.org/10.1108/00251740310457560
Rosenkopf, L. , & Nerkar, A. (2001). Beyond local search: Boundary-spanning, exploration,
and impact in the optical disk industry. Strategic Management Journal, 22(4), 287–306.
https://doi.org/0.1002/Smj.160
Rumelt, R. (2011). Good strategy bad strategy. Profile Books.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437–453.
https://doi.org/10.1111/j.1744–6570.1987.tb00609.x
Schoemaker, P. J. H. , Heaton, S. , & Teece, D. (2018). Innovation, dynamic capabilities, and
leadership. California Management Review, 61(1), 15–42.
https://doi.org/10.1177/0008125618790246
Shimizu, K. , & Hitt, M. A. (2004). Strategic flexibility: Organizational preparedness to reverse
ineffective strategic decisions. Academy of Management Executive, 18(4), 44–59.
https://doi.org/10.5465/Ame.2004.15268683
Simons, R. (1994). How new top managers use control-systems as levers of strategic
renewal. Strategic Management Journal, 15(3), 169–189.
https://doi.org/10.1002/smj.4250150301
Simons, R. (2010). Stress test your strategy the 7 questions to ask. Harvard Business
Review, 88(11), 92–100.
Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal
of Management Studies, 46(4), 597–624. https://doi.org/10.1111/j.1467-6486.2009.00828.x
Simsek, Z. , Heavey, C. , & Fox, B. C. (2018). Interfaces of strategic leaders: A conceptual
framework, review, and research agenda. Journal of Management, 44(1), 280–324.
https://doi.org/10.1177/0149206317739108
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.
Sirmon, D. G. , & Hitt, M. A. (2009). Contingencies within dynamic managerial capabilities:
Interdependent effects of resource investment and deployment on firm performance.
Strategic Management Journal, 30(13), 1375–1394. https://doi.org/10.1002/smj.791
Sirmon, D. G. , Hitt, M. A. , Ireland, R. D. , & Gilbert, B. A. (2011). Resource orchestration to
create competitive advantage: Breadth, depth, and life cycle effects. Journal of Management,
37(5), 1390–1412. https://doi.org/10.1177/0149206310385695
Starbuck, W. H. , & Milliken, F. J. (1988). Executive's perceptual filters: What they notice and
how they make sense. In D. Hambrick (Ed.), The executive effect: Concepts and methods for
studying top managers (pp. 35–66). JAI Press.
Steinbach, A. L. , Holcomb, T. R. , Holmes, R. M. , Devers, C. E. , & Cannella, A. A. (2017).
Top management team incentive heterogeneity, strategic investment behavior, and
performance: A contingency theory of incentive alignment. Strategic Management Journal,
38(8), 1701–1720. https://doi.org/10.1002/smj.2628
Suddaby, R. , Coraiola, E. , Harvey, C. , & Foster, W. (2020). History and the micro-
foundations of dynamic capabilities. Strategic Management Journal, 41(3), 530–556.
https://doi.org/10.1002/smj.3058
Sull, D. , Homkes, R. , & Sull, C. (2015). Why strategy execution unravels-and what to do
about it. Harvard Business Review, 93(3), 58–66.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of
(sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
https://doi.org/10.1002/smj.640
Teece, D. J. (2018). Dynamic capabilities as (workable) management systems theory.
Journal of Management & Organization, 24(3), 359–368. https://doi.org/10.1017/jmo.2017.75
Teece, D. J. , Peteraf, M. , & Leih, S. (2016). Dynamic capabilities and organizational agility.
California Management Review, 58(4), 13–35. https://doi.org/10.1525/cmr.2016.58.4.13
Teece, D. J. , Pisano, G. , & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/-
(Sici)1097-0266(199708)18:7 < 509::Aid-Smj882 > 3.0.Co;2-Z
van Doom, S. , Heyden, M. L. M. , & Volberda, H. W. (2017). Enhancing entrepreneurial
orientation in dynamic environments: The interplay between top management team advice-
seeking and absorptive capacity. Long Range Planning, 50(2), 134–144.
https://doi.org/10.1016/j.lrp.2016.06.003
Waldman, D. A. , & Yammarino, F. J. (1999). CEO charismatic leadership: Levels-of-
management and levels-of-analysis effects. Academy of Management Review, 24(2),
266–285. https://doi.org/10.2307/259082
Strategic Agility
Beck, K. , Beedle, M. , Van Bennekum, A. , Cockburn, A. , Cunningham, W. , Fowler, M. ,
Grenning, J. , Highsmith, J. , Hunt, A. , Jeffries, R. , & Kern, J. (2001). The agile manifesto.
Downloaded on July 15, 2021 www.agilealliance.org/agile101/the-agile-manifesto/
Bogosian, D. (2018). Creating and sustaining an agile organization: The impact of the digital
economy. Rutgers Business Review, 3(1), 67–78.
Bouaziz, F. , & Hachicha, Z. S. (2018). Strategic human resource management practices and
organizational resilience. Journal of Management Development, 37(7), 537–551.
Bowman, E. H. , Singh, H. , & Thomas, H. (2002). The domain of strategic management:
history and evolution. Handbook of strategy and management. Pettigrew A , Thomas H ,
Whittington R (eds). Sage: London, 31–51.
Bracker, J. (1980). The historical development of the strategic management concept.
Academy of Management Review, 5(2), 219–224.
Chen, R. R. , Wang, L. , Li, E. P. H. , & Hu, G. (2021). Microdivisionalization as a way toward
dynamic capability. Management Decision, 59(3), 506–523.
Christensen, C. M. , McDonald, R. , Altman, E. J. , & Palmer, J. E. (2018). Disruptive
innovation: An intellectual history and directions for future research. Journal of Management
Studies, 55(7), 1043–1078.
Denning, S. (2017). The next frontier for Agile: Strategic management. Strategy &
Leadership, 45(2), 12–18.
Denning, S. (2018). How major corporations are making sense of Agile. Strategy &
Leadership, 46(1), 3–9.
De Smet, A. , Aghina, W. , Murarka, M. , & Collins, L. (2015). The keys to organizational
agility. McKinsey. Downloaded on July 14, 2021 www.mckinsey.com/business-
functions/people-and-organizational-performance/our-insights/the-keys-to-organizational-
agility
Doz, Y. L. (2020). Fostering strategic agility: How individual executives and human resource
practices contribute. Human Resource Management Review, 30(1), 100693.
https://doi.org/10.1016/j.hrmr.2019.100693.
Doz, Y. L. , & Guadalupe, M. (2019). Escaping the ‘S-Curve’ – Is the ‘Agile’ organization the
answer? INSEAD Working Paper No. 2019/15/STR/EPS. Downloaded on
https://ssrn.com/abstract=3370299 or http://dx.doi.org/10.2139/ssrn.3370299
Doz, Y. L. , & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's roller-coaster
experience. California Management Review, 50(3), 95–118.
Duchek, S. (2020). Organizational resilience: A capability-based conceptualization. Business
Research, 13(1), 215–246.
Ellonen, H. K. , Jantunen, A. , & Kuivalainen, O. (2011). The role of dynamic capabilities in
developing innovation-related capabilities. International Journal of Innovation Management,
15(3), 459–478.
Flint, J. (2021). Amazon to buy MGM, bagging a lion to help wage streaming battle. The Wall
Street Journal. Downloaded on December 15, 2021 www.wsj.com/articles/amazon-to-buy-
hollywood-studio-mgm-for-8-45-billion-with-debt-11622033315
Hamel, G. , & Zanini, M. (2018). The end of bureaucracy. Harvard Business Review, 96(6),
50–59.
Harvey, G. , & Turnbull, P. (2020). Ricardo flies Ryanair: Strategic human resource
management and competitive advantage in a Single European Aviation Market. Human
Resource Management Journal, 30(4), 553–565.
Hindle, T. (1994). Field guide to strategy: A glossary of essential tools and concepts for
today's manager (No. 658.4012003 H662f). Harvard Business School: Cambridge, MA.
Hrebiniak, L. G. , & Joyce, W. F. (1984). Implementing strategy. Macmillan: New York, NY.
Jarzabkowski, P. , & Kaplan, S. (2015). Strategy tools in use: A framework for understanding
“technologies of rationality” in practice. Strategic Management Journal, 36(4), 537–558.
Jemison, D. B. (1981). The contributions of administrative behavior to strategic management.
Academy of Management Review, 6(4), 633–642.
Jeong, E. Y. (2020). How a fortunate few airlines profit in a pandemic: Lots of Cargo. The
Wall Street Journal. Downloaded on December 15, 2021 www.wsj.com/articles/how-a-
fortunate-few-airlines-profit-in-a-pandemic-lots-of-cargo-11600779463
Joshi, M. P. (2016). Adoption of corporate entrepreneurship: Managing domestic and global
competitiveness through the lens of entrepreneurial orientation. International Journal of
Business and Emerging Markets, 8(3), 307–323.
Joshi, M. P. , Das, S. R. , & Mouri, N. (2015). Antecedents of innovativeness in technology-
based services (TBS): Peering into the black box of entrepreneurial orientation. Decision
Sciences, 46(2), 367–402.
Joshi, M. P. , Kathuria, R. , & Porth, S. J. (2003). Alignment of strategic priorities and
performance: An integration of operations and strategic management perspectives. Journal of
Operations Management, 21(3), 353–369.
Kathuria, R. , Joshi, M. P. , & Porth, S. J. (2007). Organizational alignment and performance:
Past, present and future. Management Decision, 45(3), 503–517.
Kim, W. C. , & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested
market space and make the competition irrelevant. Harvard Business School Publishing:
Boston, MA.
Lahart, J. (2021). Time is money for companies facing transport snarl. The Wall Street
Journal. Downloaded on February 21, 2022 www.wsj.com/articles/time-is-money-for-
companies-facing-transport-snarl-11626269933
Lengnick-Hall, C. A. , Beck, T. E. , & Lengnick-Hall, M. L. (2011). Developing a capacity for
organizational resilience through strategic human resource management. Human Resource
Management Review, 21(3), 243–255.
Lin, C. , Chiu, Y. W. , Chen, W. C. , & Ting, S. F. (2020). Exploring differences in competitive
performance based on Miles and Snow's strategy typology for the semiconductor industry.
Industrial Management & Data Systems, 120(6), 1125–1148.
Lingle, J. H. , & Schiemann, W. A. (1996). From balanced scorecard to IS management.
Management Review, 56–61.
Liu, W. , Beltagui, A. , & Ye, S. (2021). Accelerated innovation through repurposing:
Exaptation of design and manufacturing in response to COVID-19. R&D Management, 51(4),
410–426.
Margherita, A. , Sharifi, H. , & Caforio, A. (2021). A conceptual framework of strategy, action
and performance dimensions of organisational agility development. Technology Analysis &
Strategic Management, 33(7), 829–842.
Martinez, A. L. , & Ferreira, B. A. (2019). Business strategy and tax aggressiveness in Brazil.
Journal of Strategy and Management, 12(4), 522–535.
Mazzei, M. J. , Ketchen, D. J. , & Shook, C. L. (2017). Understanding strategic
entrepreneurship: A “theoretical toolbox” approach. International Entrepreneurship and
Management Journal, 13(2), 631–663.
Melián-Alzola, L. , Fernández-Monroy, M. , & Hidalgo-Peñate, M. (2020). Hotels in contexts
of uncertainty: Measuring organisational resilience. Tourism Management Perspectives, 36,
100747. https://doi.org/10.1016/j.tmp.2020.100747.
Meyer, M. W. , Lu, L. , Peng, J. , & Tsui, A. S. (2017). Microdivisionalization: Using teams for
competitive advantage. Academy of Management Discoveries, 3(1), 3–20.
Michailova, S. , & Zhan, W. (2015). Dynamic capabilities and innovation in MNC subsidiaries.
Journal of World Business, 50(3), 576–583.
Miles, R. E. , & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw
Hill: New York.
Miles, R. E. , Snow, C. C. , Meyer, A. D. , & Coleman Jr, H. J. (1978). Organizational
strategy, structure, and process. Academy of Management Review, 3(3), 546–562.
Miller, D. , & Friesen, P. H. (1978). Archetypes of strategy formulation. Management Science,
24(9), 921–933.
Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9), 934–948.
Nag, R. , Hambrick, D. C. , & Chen, M. J. (2007). What is strategic management, really?
Inductive derivation of a consensus definition of the field. Strategic Management Journal,
28(9), 935–955.
Nagel, R. N. (1992). 21st century manufacturing enterprise strategy report. Iacocca Institute:
Bethlehem, PA (prepared for the office of Naval Research, Arlington, VA).
Nagel, R. N. , & Dove, R. (1991). 21st century manufacturing enterprise strategy: An industry-
led view. Diane Publishing Company: Darby, PA.
Pandit, D. , Joshi, M. P. , Sahay, A. , & Gupta, R. K. (2018). Disruptive innovation and
dynamic capabilities in emerging economies: Evidence from the Indian automotive sector.
Technological Forecasting and Social Change, 129, 323–329.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and
competitors. Competitive strategy. Free Press: New York.
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74, 61–78.
Protogerou, A. , Caloghirou, Y. , & Lioukas, S. (2012). Dynamic capabilities and their indirect
impact on firm performance. Industrial and Corporate Change, 21(3), 615–647.
Rigby, D. , Elk, S. , & Berez, S. (2020). The agile C-suite. Harvard Business Review,
98(May–June), 64–73.
Rigby, D. , Sutherland, J. , & Takeuchi, H. (2016). Embracing agile. Harvard Business
Review, 94(May), 40–50.
Rumelt, R. P. (1974). Strategy, structure, and economic performance. Division of Research,
Harvard Business School: Boston, MA.
Rumelt, R. P. , Schendel, D. , & Teece, D. J. (Eds.). (1994). Fundamental issues in strategy:
A research agenda. Rutgers University Press: New Brunswick.
Sarwary, Z. (2020). Strategy and capital budgeting techniques: The moderating role of
entrepreneurial structure. International Journal of Managerial and Financial Accounting,
12(1), 48–70.
Schendel, D. E. , & Hofer, C. W. (1979). A new view of business policy and planning.
Strategic management. Little, Brown: Boston, MA.
Sollosy, M. , Guidice, R. M. , & Parboteeah, K. P. (2019). Miles and Snow's strategic typology
redux through the lens of ambidexterity. International Journal of Organizational Analysis,
27(4), 925–946.
Suddaby, R. , Coraiola, D. , Harvey, C. , & Foster, W. (2020). History and the micro-
foundations of dynamic capabilities. Strategic Management Journal, 41(3), 530–556.
Taleb, N. N. (2007). The black swan: The impact of the highly improbable (Vol. 2). Random
House.
Teece, D. J. (1990). Economic analysis: Contributions and impediments. Perspectives on
strategic management. Harper: New York.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of
(sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Teece, D. J. , & Pisano, G. (1994). The dynamic capabilities of firms: An introduction.
Industrial and Corporate Change, 3(3), 537–556.
The Wall Street Journal (2020). The business report card: How 12 key companies have fared
in 2020. Downloaded on December 15, 2021 www.wsj.com/articles/the-business-report-card-
how-12-key-companies-have-fared-in-2020–11599278401
Tita, B. , & Hufford, A. (2021). Consumer demand snaps back. Factories can't keep up. The
Wall Street Journal. Downloaded on December 15, 2021 www.wsj.com/articles/consumer-
demand-snaps-back-factories-cant-keep-up-11614019305
Verma, P. , & Sharma, R. R. K. (2019). The linkages between business strategies, culture,
and compensation using Miles & Snow's and Hofstede's culture framework in conglomerate
firms. Benchmarking: An International Journal, 26(4), 1132–1160.
Weaven, S. , Quach, S. , Thaichon, P. , Frazer, L. , Billot, K. , & Grace, D. (2021). Surviving
an economic downturn: Dynamic capabilities of SMEs. Journal of Business Research, 128,
109–123.
Zhang, R. (2021). Business strategy, stock price informativeness, and analyst coverage
efficiency. Review of Financial Economics, 39(1), 27–50.
Senior Leadership Teams
Alon, I. , Wang, H. , Shen, J. , & Zhang, W. 2014. Chinese state-owned enterprises go global.
Journal of Business Strategy, 35(6): 3–18.
Amazon . 2021. Our leadership principles. www.aboutamazon.co.uk/working-at-amazon/our-
culture/our-leadership-principles. Accessed 2 December 2021.
Argote, L. , & Ren, Y. 2012. Transactive memory systems: A microfoundation of dynamic
capabilities. Journal of Management Studies, 49(8): 1375–1382.
Barber, B. M. , Odean, T. , Guercio, D. D. , Hirshleifer, D. , Karolyi, A. , Loughran, T. , et al.
2001. Boys will be boys: Gender, overconfidence, and common stock investment. The
Quarterly Journal of Economics, 261–292.
Barkema, H. G. , & Shvyrkov, O. 2007. Does top management team diversity promote or
hamper foreign expansion? Strategic Management Journal, 28(7): 663–680.
Barron, J. M. , Chulkov, D. V. , & Waddell, G. R. 2011. Top management team turnover, CEO
succession type, and strategic change. Journal of Business Research, 64(8): 904–910.
Bigman, D. 2013. How general motors was really saved: The untold true story of the most
important Bankruptcy in U.S. history. Forbes , October 30.
https://www.forbes.com/sites/danbigman/2013/10/30/how-general-motors-was-really-saved-
the-untold-true-story-of-the-most-important-bankruptcy-in-u-s-history/.
Bilgili, T. V. , Calderon, C. J. , Allen, D. G. , & Kedia, B. L. 2017. Gone with the wind: A meta-
analytic review of executive turnover, its antecedents, and postacquisition performance.
Journal of Management, 43(6): 1966–1997.
Blagoeva, R. , Mom, T. J. M. , Jansen, J. J. P. , & George, G. 2019. Problem-solving or self-
enhancement? A power perspective on how CEOs affect R&D search in the face of
inconsistent feedback. Academy of Management Journal. doi:10.5465/amj.2017.0999.
Blau, P. M. 1977. A macrosociological theory of social structure. The American Journal of
Sociology, 83(1): 26–54.
Brandon, D. P. , & Hollingshead, A. B. 2004. Transactive memory systems in organisa-tions:
Matching tasks, expertise, and people. Organization Science, 15(6): 633–644.
Brass, D. J. , Galaskiewicz, J. , Greve, H. R. , & Tsai, W. 2004. Taking stock of networks and
organisations: A multilevel perspective. Academy of Management Journal, 47(6): 795–817.
Bui, H. , Chau, V. S. , Degl'Innocenti, M. , Leone, L. , & Vicentini, F. 2019. The resilient
organisation: A meta-analysis of the effect of communication on team diversity and team
performance. Applied Psychology, 68(4): 621–657.
Bunderson, J. S. , & Sutcliffe, K. M. 2002. Comparing alternative conceptualisations of
functional diversity in management teams: Process and performance effects. Academy of
Management Journal, 45(5): 875–893.
Bunderson, J. S. , & Van der Vegt, G. S. 2018. Diversity and inequality in management
teams: A review and integration of research on vertical and horizontal member differences.
Annual Review of Organizational Psychology and Organizational Behaviour, 5: 47–73.
Burt, R. S. 1992. Structural Holes: The Social Structure of Competition. Cambridge, MA:
Harvard University Press.
Buyl, T. , Boone, C. , Hendriks, W. , & Matthyssens, P. 2011. Top management team
functional diversity and firm performance: The moderating role of CEO characteristics.
Journal of Management Studies, 48(1): 151–177.
Cannella, A. A. , Park, J. H. , & Lee, H. U. 2008. Top management team functional
background diversity and firm performance: Examining the roles of team member colocation
and environmental uncertainty. Academy of Management Journal, 51(4): 768–784.
Cao, Q. , Simsek, Z. , & Zhang, H. 2010. Modelling the joint impact of the CEO and the TMT
on organisational ambidexterity. Journal of Management Studies, 47(7): 1272–1296.
Carmeli, A. , & Halevi, M. Y. 2009. How top management team behavioral integration and
behavioral complexity enable organisational ambidexterity: The moderating role of contextual
ambidexterity. Leadership Quarterly, 20(2): 207–218.
Carmeli, A. , & Schaubroeck, J. 2006. Top management team behavioral integration, decision
quality, and organisational decline. Leadership Quarterly, 17(5): 441–453.
Carpenter, M. A. , Geletkancz, M. A. , & Sanders, W. G. 2004. Upper echelons research
revisited: Antecedents, elements, and consequences of top management team composition.
Journal of Management, 30(6): 749–778.
Carpenter, M. A. , Sanders, G. , & Gregersen, H. B. 2001. Bundling human capital with
organizational context: The impact of international assignment experience on multinational
firm performance and CEO pay. Academy of Management Journal, 44(3): 493–511.
Carroll, G. R. , & Harrison, J. R. 1998. Organisational demography and culture: Insights from
a formal model and simulation. Administrative Science Quarterly, 43(3): 637–667.
Chatman, J. A. , & Flynn, F. J. 2001. The influence of demographic heterogeneity on the
emergence and consequences of cooperative norms in work teams. The Academy of
Management Journal, 44(5): 956–974.
Chen, Q. , & Liu, Z. 2018. How does TMT transactive memory system drive innovation
ambidexterity? Shared leadership as mediator and team goal orientations as moderators.
Chinese Management Studies, 12(1): 125–147.
Cohen, S. G. , & Bailey, D. E. 1997. What makes teams work: Group effectiveness research
from the shop floor to the executive suite. Journal of Management, 23(3): 239–290.
Dahlin, K. B. , Weingart, L. R. , & Hinds, P. J. 2005. Team diversity and information use.
Academy of Management Journal, 48(6): 1107–1123.
Daily, C. M. , Certo, S. T. , & Dalton, D. R. 2000. International experience in the executive
suite: The path to prosperity? Strategic Management Journal, 21(4): 515–523.
Datta, D. K. , Musteen, M. , & Herrmann, P. 2009. Board characteristics, managerial
incentives, and the choice between foreign acquisitions and international joint ventures.
Journal of Management, 35(4): 928–953.
DeBord, M. 2019. How general motors rose, fell—and rose again to become the top US
automaker. Business Insider, August 20.
Denning, S. 2018. The role of the C-suite in agile transformation: The case of Amazon.
Strategy and Leadership, 46(6): 14–21.
Denning, S. 2019. How Amazon became agile. Forbes .
https://www.forbes.com/sites/stevedenning/2019/06/02/how-amazon-became-
agile/?sh=6328120931aa
Denzau, A. T. , & North, D. C. 2000. Shared mental models: Ideologies and institutions. In A.
Lupia , M. C. McCubins , & S. L. Popkin (Eds.), Elements of Reason: Cognition, Choice, and
the Bounds of Rationality (pp. 23–46). New York: Cambridge University Press.
Doms, M. , & Zu Knyphausen-Aufseß, D. 2014. Structure and characteristics of top
management teams as antecedents of outside executive appointments: A three-country
study. International Journal of Human Resource Management, 25(22): 3060–3085.
Doz, Y. L. , & Kosonen, M. 2010. Embedding strategic agility: A leadership agenda for
accelerating business model renewal. Embedding Strategic Agility: A Leadership Agenda for
Accelerating Business Model Renewal, 43(2–3): 370–382.
Ferguson, J. P. , & Hasan, S. 2013. Specialisation and career dynamics: Evidence from the
Indian administrative service. Administrative Science Quarterly, 58(2): 233–256.
Fernandez, R. M. , & Weinberg, N. 1997. Sifting and sorting: Personal contacts and hiring in
a retail bank. American Sociological Review, 62(6): 883–902.
Finkelstein, S. , Hambrick, D. C. , & Cannella, A. A. 2009. Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards. Oxford: Oxford University
Press.
Fortune . 2019. Global 500. https://fortune.com/global500/2019/.
Fox, B. C. , Simsek, Z. , & Heavey, C. 2021. Top management team experiential variety,
competitive repertoires, and firm performance: Examining the law of requisite variety in the
3D printing industry (1986–2017). Academy of Management Journal.
doi:10.5465/amj.2019.0734.
Galunic, D. C. , & Rodan, S. 1998. Resource recombinations in the firm: Knowledge
structures and the potential for Schumpeterian innovation. Strategic Management Journal,
19(12): 1193–1201.
García-Granero, A. , Fernández-Mesa, A. , Jansen, J. J. P. , & Vega-Jurado, J. 2018. Top
management team diversity and ambidexterity: The contingent role of shared responsibility
and CEO cognitive trust. Long Range Planning, 51(6): 881–893.
Georgakakis, D. , Greve, P. , & Ruigrok, W. 2017. Top management team faultlines and firm
performance: Examining the CEO-TMT interface. Leadership Quarterly, 28(6): 741–758.
George, G. , Lakhani, K. R. , & Puranam, P. 2020. What has changed? The impact of Covid
pandemic on the technology and innovation management research agenda. Journal of
Management Studies, 57(8): 1754–1758.
Ghemawat, P. , & Altman, S. A. 2019. The state of globalisation in 2019, and what it means
for strategists. Harvard Business Review. https://hbr.org/2019/02/the-state-of-globalization-in-
2019-and-what-it-means-for-strategists.
Gibson, C. B. , & Birkinshaw, J. 2004. The antecedents, consequences, and mediating role of
organisational ambidexterity. Academy of Management Journal, 47(2): 209–226.
Gladwell, M. 2000. The Tipping Point: How Little Things Can Make a Big Difference. Boston,
MA: Little Brown.
Glass, C. , & Cook, A. 2016. Leading at the top: Understanding women's challenges above
the glass ceiling. Leadership Quarterly, 27(1): 51–63.
Greve, P. , Nielsen, S. , & Ruigrok, W. 2009. Transcending borders with international top
management teams: A study of European financial multinational corporations. European
Management Journal, 27(3): 213–224.
Grijalva, E. , Maynes, T. D. , Badura, K. L. , & Whiting, S. W. 2020. Examining the “I” in team:
A longitudinal investigation of the influence of team narcissism composition on team
outcomes in the NBA. Academy of Management Journal, 63(1): 7–33.
Halevi, M. Y. , Carmeli, A. , & Brueller, N. N. 2015. Ambidexterity in SBUs: TMT behavioral
integration and environmental dynamism. Human Resource Management, 54: S223–S238.
Hambrick, D. C. 1994. Top management groups—a conceptual integration and
reconsideration of the “team” label. Research in Organisational Behavior, 16(1): 171–213.
Hambrick, D. C. , & D'Aveni, R. A. 1992. Top team deterioration as part of the downward
spiral of large corporate bankruptcies. Management Sciences, 38(10): 1445–1466.
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.
Hambrick, D. C. , Finkelstein, S. , & Mooney, A. C. 2005. Executive job demands: New
insights for explaining strategic decisions and leader behaviors. The Academy of
Management Review, 30(3): 472–491.
Harrison, D. A. , Price, K. H. , Gavin, J. H. , & Florey, A. T. 2002. Time, teams, and task
performance: Changing effects of surface- and deep-level diversity on group functioning. The
Academy of Management Journal, 45(5): 1029–1045.
Heavey, C. , & Simsek, Z. 2017. Distributed cognition in top management teams and
organizational ambidexterity: The influence of transactive memory systems. Journal of
Management, 43(3): 919–945.
Herrmann, P. , & Datta, D. K. 2005. Relationships between top management team
characteristics and international diversification: An empirical investigation. British Journal of
Management, 16(1): 69–78.
Huffman, M. L. , & Torres, L. 2002. Its not only “who you know” that matters—Gender,
personal contacts, and job lead quality. Gender and Society, 16(6): 793–813.
Jackson, S. E. 1992. Consequences of group composition for the interpersonal dynamics of
strategic issue processing. Advances in Strategic Management, 8: 345–382.
Janis, I. 1991. Groupthink. In E. Griffin (Ed.), A First Look at Communication Theory (1st ed.,
pp. 235–246). New York: McGrawHill.
Junni, P. , Sarala, R. M. , Tarba, S. Y. , & Weber, Y. 2015. The role of strategic agility in
acquisitions. British Journal of Management, 26(4): 596–616.
Kanter, R. M. 1993. Men and Women of the Corporation ( R. M. Kanter , Ed., 2nd ed.). New
York: Basic Books.
Karaevli, A. 2007. Performance consequences of new CEO “outsiderness”: Moderating
effects of pre- and post-succession contexts. Strategic Management Journal, 25: 681–706.
Kark, R. , & Eagly, A. H. 2010. Gender and leadership: Negotiating the labyrinth. In J. C.
Chrisler & D. R. McCreary (Eds.), Handbook of Gender Research in Psychology: Volume 2:
Gender Research in Social and Applied Psychology (pp. 443–468). New York: Springer.
Khattab, J. , Van Knippenberg, D. , Pieterse, A. N. , & Hernandez, M. 2020. A network
utilisation perspective on the leadership advancement of minorities. Academy of
Management Review, 45(1): 109–129.
Klimoski, R. , & Mohammed, S. 1994. Team mental model: Construct or metaphor? Journal
of Management , 20(2): 403–437.
Le, S. , & Kroll, M. 2017. CEO international experience: Effects on strategic change and firm
performance. Journal of International Business Studies, 48(5): 573–595.
Lewis, K. 2003. Measuring transactive memory systems in the field: Scale development and
validation. Journal of Applied Psychology, 88(4): 587–604.
Lewis, K. , & Herndon, B. 2011. Transactive memory systems: Current issues and future
research directions. Organization Science, 22(5): 1254–1265.
Lewis, K. , Lange, D. , & Gillis, L. 2005. Transactive memory systems, learning, and learning
transfer. Organization Science, 16(6): 581–598.
Li, J. , & Hambrick, D. C. 2005. Factional groups: A new vantage on demographic fault-lines,
conflict, and disintegration in work teams. Academy of Management Journal, 48(5): 794–813.
Li, M. , & Patel, P. C. 2019. Jack of all, master of all? CEO generalist experience and firm
performance. Leadership Quarterly, 30(3): 320–334.
Lieber, E. , & Syverson, C. 2010. Online versus offline competition. In The Oxford Handbook
of the Digital Economy (pp. 190–223). Oxford: Oxford University Press.
Lin, K. J. , Lu, X. , Zhang, J. , & Zheng, Y. 2020. State-owned enterprises in China: A review
of 40 years of research and practice. China Journal of Accounting Research, 13(1): 31–55.
Lubatkin, M. H. , Simsek, Z. , Ling, Y. , & Veiga, J. F. 2006. Ambidexterity and performance in
small-to medium-sized firms: The pivotal role of top management team behavioral integration.
Journal of Management, 32(5): 646–672.
Maitland, E. , & Sammartino, A. 2015. Decision making and uncertainty: The role of heuristics
and experience in assessing a politically hazardous environment. Strategic Management
Journal, 36(10): 1554–1578.
March, J. G. 1991. Exploration and exploitation in organizational learning. Organization
Science, 2(1): 71–87.
Matanle, P. , & Matsui, K. 2011. Lifetime employment in 21st century Japan. In Emerging
Perspectives in Japanese Human Resource Management (pp. 15–44). Berlin: Peter Lang.
Mathieu, J. E. , Heffner, T. S. , Goodwin, G. F. , Salas, E. , & Cannon-Bowers, J. A. 2000.
The influence of shared mental models on team process and performance. Journal of Applied
Psychology, 85(2): 273–283.
Mathieu, J. E. , Maynard, T. M. , Rapp, T. , & Gilson, L. 2008. Team effectiveness
1997–2007: A review of recent advancements and a glimpse into the future. Journal of
Management, 34(3): 410–476.
Merluzzi, J. , & Phillips, D. J. 2016. The specialist discount: Negative returns for MBAs with
focused profiles in investment banking. Administrative Science Quarterly , 61(1): 87–124.
Messersmith, J. G. , Lee, J.-Y. , Guthrie, J. P. , & Ji, Y.-Y. 2014. Turnover at the top:
Executive team departures and firm performance. Organization Science, 25(3): 776–793.
Meyer, E. 2017. Being the boss in Brussels, Boston, and Beijing. Harvard Business Review,
95(4): 70–77.
Mihalache, O. R. , Jansen , Justin, J. J. P. , & Van den Bosch, F. A. J. 2012. Offshoring and
firm innovation: The moderating role of top management team attributes. Strategic
Management Journal, 1498: 1480–1498.
Miller, D. , & Shamsie, J. 2001. Learning across the life cycle: Experimentation and
performance among the Hollywood studio heads. Strategic Management Journal, 22(8):
725–745.
Miller, K. D. , Choi, S. , & Pentland, B. T. 2014. The role of transactive memory in the
formation of organisational routines. Strategic Organization, 12(2): 109–133.
Mom, T. J. M. , Van den Bosch, F. A. J. , & Volberda, H. W. 2007. Investigating managers’
exploration and exploitation activities: The influence of top-down, bottom-up, and horizontal
knowledge inflows. Journal of Management Studies, 44(6): 910–931.
Mom, T. J. M. , Van den Bosch, F. A. J. , & Volberda, H. W. 2009. Understanding variation in
managers’ ambidexterity: Investigating direct and interaction effects of formal structural and
personal coordination mechanisms. Organization Science, 20(4): 812–828.
Morgan, K. 2021. “Degree inflation”: How the four-year degree became required. BBC,
January 28. https://www.bbc.com/worklife/article/20210126-degree-inflation-how-the-four-
year-degree-became-required
Mueller, P. E. M. , Georgakakis, D. , Greve, P. , Peck, S. , & Ruigrok, W. 2021. The curse of
extremes: generalist career experience and CEO initial compensation. Journal of
Management, 47(8): 1977–2007.
Murray, A. , & Meyer, D. 2020. The fortune global 500 is now more Chinese than American.
Fortune, August 10. https://fortune.com/2020/08/10/fortune-global-500-china-rise-ceo-daily/
Ng, E. S. , & Sears, G. J. 2017. The glass ceiling in context: the influence of CEO gender,
recruitment practices and firm internationalisation on the representation of women in
management. Human Resource Management Journal, 27(1): 133–151.
Nielsen, B. B. , & Nielsen, S. 2013. Top Management Team nationality diversity and firm
performance. Strategic Management Journal, 34: 373–382.
Nielsen, S. 2009. Why do top management teams look the way they do? A multilevel
exploration of the antecedents of TMT heterogeneity. Strategic Organization, 7(3): 277–305.
Nuruzzaman, N. , Gaur, A. S. , & Sambharya, R. B. 2018. A microfoundations approach to
studying innovation in multinational subsidiaries. Global Strategy Journal: 1–25.
O'Reilly III, C. A. , & Tushman, M. L. 2011. Organisational ambidexterity in action: How
managers explore and exploit. California Management Review, 53(4): 5–22.
Palazzolo, E. T. , Serb, D. A. , She, Y. , Su, C. , & Contractor, N. S. 2006. Coevolution of
communication and knowledge networks in transactive memory systems: Using
computational models for theoretical development. Communication Theory, 16(2): 223–250.
Pegels, C. C. , Song, Y. I. , & Yang, B. 2000. Management heterogeneity, competitive
interaction groups, and firm performance. Strategic Management Journal, 21(9): 911–923.
Rau, D. 2006. Top management team transactive memory, information gathering, and
perceptual accuracy. Journal of Business Research, 59(4): 416–424.
Rickley, M. 2019. Cultural generalists and cultural specialists: Examining international
experience portfolios of subsidiary executives in multinational firms. Journal of Management,
45(2): 384–416.
Rosing, K. , Frese, M. , & Bausch, A. 2011. Explaining the heterogeneity of the leadership-
innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22(5): 956–974.
Rugman, A. M. , & Verbeke, A. 2004. A perspective on regional and global strategies of
multinational enterprises. Journal of International Business Studies, 35(1): 3–18.
Ruigrok, W. , Georgakakis, D. , & Greve, P. 2013. Regionalisation strategy and performance:
The moderating role of industry dynamism and top management team diversity. Multinational
Business Review, 21(1): 6–24.
Ruigrok, W. , & Greve, P. 2008. The rise of an international market for executive labour. In L.
Oxelheim & C. Wihlborg (Eds.), Markets and Compensation for Executives in Europe (1st
ed., pp. 53–78). Bingley: Emerald Group Publishing Limited.
Sambharya, R. B. 1996. Foreign experience of top management teams and international
diversification strategies of U.S. Multinational Corporations. Strategic Management Journal,
17(9): 739–746.
Samimi, M. , Cortes, A. F. , Anderson, M. H. , & Herrmann, P. 2020. What is strategic
leadership? Developing a framework for future research. Leadership Quarterly, 101353.
Schubert, T. , & Tavassoli, S. 2020. Product innovation and educational diversity in top and
middle management teams. Academy of Management Journal, 63(1): 272–294.
Shapiro, E. 2021. 2021 Time 100 most influential companies—general motors. Time
Magazine. https://time.com/collection/time100-companies/5953738/general-motors/
Shaw, M. E. 1981. Group Dynamics. New York: McGrawHill.
Skilton, P. F. , & Dooley, K. J. 2010. The effects of repeat collaboration on creative Abrasion.
Academy of Management Review, 35(1): 118–134.
Stahl, G. K. , Maznevski, M. L. , Voigt, A. , & Jonsen, K. 2010. Unraveling the effects of
cultural diversity in teams: A meta-analysis of research on multicultural work groups. Journal
of International Business Studies, 41(4): 690–709.
Starbuck, W. H. , & Milliken, F. J. 1988. Executive perceptual filters: What they notice and
how they make sense. In D. C. Hambrick (Ed.), The Executive Effect: Concepts and Methods
for Studying Top Managers (pp. 35–65). Greenwich, CT: JAI Press.
Tasheva, S. , & Nielsen, B. B. 2022. The role of global dynamic managerial capability in the
pursuit of international strategy and superior performance. Journal of International Business
Studies, 53: 689–708.
Teece, D. J. , Pisano, G. , & Shuen, A. 1997. Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7): 509–533.
Trainer, D. 2020. General Motors is making a turn for the better. Forbes, July 28.
https://www.forbes.com/sites/greatspeculations/2020/07/28/general-motors-is-making-a-turn-
for-the-better/?sh=47e3e0c664fa
Tsui, A. S. , Egan, T. D. , & O'Reilly, C. A. 1992. Being different: Relational demography and
organisational attachment. Administrative Science Quarterly, 37(4): 549–579.
Vahlne, J. E. , & Johanson, J. 2020. The Uppsala model: Networks and micro-foundations.
Journal of International Business Studies, 51(1): 4–10.
Vallone, T. , Elia, S. , Greve, P. , Longoni, L. , & Marinelli, D. 2019. Top management team
influence on firms’ internationalisation complexity. In R. Tulder , A. Verbeke , & B. Jankowska
(Eds.), International Business in a VUCA World: The Changing Role of States and Firm (pp.
199–226). Bingley, UK: Emerald Publishing Limited.
Verbeke, A. 2017. The critical role of firm-specific advantages. In International Business
Strategy (2nd ed., pp. 79–102). Cambridge: Cambridge University Press.
Wally, S. , & Baum, J. R. 1994. Personal and structural determinants of the pace of strategic
decision making. The Academy of Management Journal, 37(4): 932–956.
Watson, W. E. , Kumar, K. , & Michaelson, L. K. 1993. Cultural diversity's impact on
interaction process and performance: Comparing homogeneous and diverse task groups.
Academy of Management Journal, 36(3): 590–602.
Wearden, G. 2009. General Motors—countdown to collapse. The Guardian, June 1.
https://www.theguardian.com/business/2009/may/28/general-motors-collapse
Weber, Y. , & Tarba, S. Y. 2014. Strategic agility: A state of the art introduction to the special
section on strategic agility. California Management Review, 56(3): 5–12.
Wegner, D. M. 1987. Transactive memory: A contemporary analysis of the group mind.
Theories of Group Behavior, 185–208.
Yeoh, P.-L. 2014. Internationalisation and performance outcomes of entrepreneurial family
SMEs: The role of outside CEOs, technology sourcing, and innovation. Thunderbird
International Business Review, 56(1): 77–97.
Zhang, Z. X. , Hempel, P. S. , Han, Y. L. , & Tjosvold, D. 2007. Transactive memory system
links work team characteristics and performance. Journal of Applied Psychology, 92(6):
1722–1730.

Uncovering Patterns of Strategic Leadership Networks to Support

Organizational Agility
Acton, B. P. , Foti, R. J. , Lord, R. G. , & Gladfelter, J. A. (2019). Putting emergence back in
leadership emergence: A dynamic, multilevel, process-oriented framework. The Leadership
Quarterly, 30(1), 145–164. https://doi.org/10.1016/j.leaqua.2018.07.002
Balkundi, P. , & Harrison, D. A. (2006). Ties, leaders, and time in teams: Strong inference
about network structure's effects on team viability and performance. Academy of
Management Journal, 49(1), 49–68. https://doi.org/10.5465/amj.2006.20785500
Balkundi, P. , & Kilduff, M. (2006). The ties that lead: A social network approach to
leadership. The Leadership Quarterly, 17(4), 419–439.
https://doi.org/10.1016/j.leaqua.2006.01.001
Bartlett, C. A. , & Ghoshal, S. (1993). Beyond the M-form: Toward a managerial theory of the
firm. Strategic Management Journal, 14(S2), 23–46. https://doi.org/10.1002/smj.4250141005
Brass, D. J. (2001). Social capital and organizational leadership. In S. J. Zaccaro , & R. J.
Klimoski (Eds.), The nature of organizational leadership (pp. 132–152). San Francisco, CA:
Jossey-Bass.
Brass, D. J. , & Krackhardt, D. (1999). The social capital of 21st century leaders. In J. G. Hunt
& R. L. Phillips (Eds.), Out-of-the-box leadership (pp. 179–194). Stamford, CT: JAI Press.
Busenbark, J. R. , Wiseman, R. M. , Arrfelt, M. , & Woo, H. S. (2017). A review of the internal
capital allocation literature: Piecing together the capital allocation puzzle. Journal of
Management, 43(8), 2430–2455. https://doi.org/10.1177/0149206316671584
Carmeli, A. , & Halevi, M. Y. (2009). How top management team behavioral integration and
behavioral complexity enable organizational ambidexterity: The moderating role of contextual
ambidexterity. The Leadership Quarterly, 20(2), 207–218.
https://doi.org/10.1016/j.leaqua.2009.01.011
Carmeli, A. , & Schaubroeck, J. (2006). Top management team behavioral integration,
decision quality, and organizational decline. The Leadership Quarterly, 17(5), 441–453.
https://doi.org/10.1016/j.leaqua.2006.06.001
Carrington, D. J. , Combe, I. A. , & Mumford, M. D. (2019). Cognitive shifts within leader and
follower teams: Where consensus develops in mental models during an organizational crisis.
The Leadership Quarterly, 30(3), 335–350. https://doi.org/10.1016/j.leaqua.2018.12.002
Carson, J. , Tesluk, P. E. , & Marrone, J. (2007). Shared leadership in teams: An
investigation of antecedent conditions and performance. Academy of Management Journal,
50(5), 1217–1234. https://doi.org/10.5465/amj.2007.20159921
Carter, D. R. , DeChurch, L. A. , Braun, M. T. , & Contractor, N. S. (2015). Social network
approaches to leadership: An integrative conceptual review. Journal of Applied Psychology,
100(3), 597–622. https://doi.org/10.1037/a0038922
Cohen, K. J. , & Cyert, R. M. (1973). Strategy: Formulation, implementation, and monitoring.
The Journal of Business, 46(3), 349–367. www.jstor.org/stable/2351385
Combe, I. A. , & Carrington, D. J. (2015). Leaders’ sensemaking under crises: Emerging
cognitive consensus over time within management teams. The Leadership Quarterly, 26(3),
307–322. https://doi.org/10.1016/j.leaqua.2015.02.002
Cross, R. , & Prusak, L. (2002). The people who make organizations go—or stop. Networks
in the Knowledge Economy, 80(6), 248–260.
Cullen-Lester, K. L. , Maupin, C. K. , & Carter, D. R. (2017). Incorporating social networks
into leadership development: A conceptual model and evaluation of research and practice.
The Leadership Quarterly, 28(1), 130–152. https://doi.org/10.1016/j.leaqua.2016.10.005
Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly,
11(4), 581–613. https://doi.org/10.1016/S1048-9843(00)00061-8
DeRue, D. S. , & Ashford, S. J. (2010). Who will lead and who will follow? A social process of
leadership identity construction in organizations. Academy of Management Review, 35(4),
627–647. https://doi.org/10.5465/amr.35.4.zok627
D'Innocenzo, L. , Mathieu, J. E. , & Kukenberger, M. R. (2016). A meta-analysis of different
forms of shared leadership—team performance relations. Journal of Management, 42(7),
1964–1991. https://doi.org/10.1177/0149206314525205
Dutton, J. E. , & Ashford, S. J. (1993). Selling issues to top management. Academy of
Management Review, 18(3), 397–428. https://doi.org/10.5465/amr.1993.9309035145
Falbe, C. M. , & Yukl, G. (1992). Consequences for managers of using single influence
tactics and combinations of tactics. Academy of Management Journal, 35(3), 638–652.
https://doi.org/10.5465/256490
Hambrick, D. C. (1994). Top management groups: A conceptual integration and
reconsideration of the team label. In B. M. Staw & L. L. Cummings (Eds.), Research in
organizational behavior (Vol. 16, pp. 171–214). Greenwich, CT: JAI Press.
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.
https://doi.org/10.5465/amr.1984.4277628
Heinicke, C. , & Bales, R. F. (1953). Developmental trends in the structure of small groups.
Sociometry, 16(1), 7–38. https://doi.org/10.2307/2785953
Ingvaldsen, J. A. , & Rolfsen, M. (2012). Autonomous work groups and the challenge of inter-
group coordination. Human Relations, 65(7), 861–881.
https://doi.org/10.1177/0018726712448203
Kilduff, M. , Crossland, C. , Tsai, W. , & Krackhardt, D. (2008). Organizational network
perceptions versus reality: A small world after all? Organizational Behavior and Human
Decision Processes, 107(1), 15–28. https://doi.org/10.1016/j.obhdp.2007.12.003
Lanaj, K. , Hollenbeck, J. R. , Ilgen, D. R. , Barnes, C. M. , & Harmon, S. J. (2013). The
double-edged sword of decentralized planning in multiteam systems. Academy of
Management Journal, 56(3), 735–757. https://doi.org/10.5465/amj.2011.0350
Lubatkin, M. H. , Simsek, Z. , Ling, Y. , & Veiga, J. F. (2006). Ambidexterity and performance
in small-to medium-sized firms: The pivotal role of top management team behavioral
integration. Journal of Management, 32(5), 646–672.
https://doi.org/10.1177/0149206306290712
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization
Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71
Marchiondo, L. A. , Myers, C. G. , & Kopelman, S. (2015). The relational nature of leadership
identity construction: How and when it influences perceived leadership and decision-making.
The Leadership Quarterly, 26(5), 892–908. https://doi.org/10.1016/j.leaqua.2015.06.006
Markoczy, L. (2001). Consensus formation during strategic change. Strategic Management
Journal, 22(11), 1013–1031. https://doi.org/10.1002/smj.193
Matusik, J. G. , Mitchell, R. L. , Hays, N. A. , Fath, S. , & Hollenbeck, J. (2021). The highs and
lows of hierarchy in multiteam systems. Academy of Management Journal.
https://doi.org/10.5465/amj.2020.0369
Mukherjee, S. (2016). Leadership network and team performance in interactive contests.
Social Networks, 47, 85–92. https://doi.org/10.1016/j.socnet.2016.05.003
Mumford, M. D. , Friedrich, T. L. , Caughron, J. J. , & Byrne, C. L. (2007). Leader cognition in
real-world settings: How do leaders think about crises? The Leadership Quarterly, 18(6),
515–543. https://doi.org/10.1016/j.leaqua.2007.09.002
Neubert, M. J. (1999). Too much of a good thing or the more the merrier? Exploring the
dispersion and gender composition of informal leadership in manufacturing teams. Small
Group Research, 30(5), 635–646. https://doi.org/10.1177/104649649903000507
Nicolaides, V. C. , LaPort, K. A. , Chen, T. R. , Tomassetti, A. J. , Weis, E. J. , Zaccaro, S. J. ,
& Cortina, J. M. (2014). The shared leadership of teams: A meta-analysis of proximal, distal,
and moderating relationships. The Leadership Quarterly, 25(5), 923–942.
https://doi.org/10.1016/j.leaqua.2014.06.006
Pearce, C. L. , & Conger, J. A. (2003). All those years ago: The historical underpinnings of
shared leadership. In C. L. Pearce & J. A. Conger (Eds.), Shared leadership: Reframing the
hows and whys of leadership (pp. 1–18). Thousand Oaks, CA: Sage.
Pearce, C. L. , & Manz, C. C. (2005). The new silver bullets of leadership: The importance of
self-and shared leadership in knowledge work. Organizational Dynamics, 34(2), 130–140.
https://doi.org/10.1016/j.orgdyn.2005.03.003
Pieterse, A. N. , Hollenbeck, J. R. , van Knippenberg, D. , Spitzmüller, M. , Dimotakis, N. ,
Karam, E. P. , & Sleesman, D. J. (2019). Hierarchical leadership versus self-management in
teams: Goal orientation diversity as moderator of their relative effectiveness. The Leadership
Quarterly, 30(6), 101343. https://doi.org/10.1016/j.leaqua.2019.101343
Raes, A. M. , Heijltjes, M. G. , Glunk, U. , & Roe, R. A. (2011). The interface of the top
management team and middle managers: A process model. Academy of Management
Review, 36(1), 102–126. https://doi.org/10.5465/amr.2009.0088
Satterstrom, P. , Kerrissey, M. , & DiBenigno, J. (2021). The voice cultivation process: How
team members can help upward voice live on to implementation. Administrative Science
Quarterly, 66(2), 380–425. https://doi.org/10.1177/0001839220962795
Serban, A. , & Roberts, A. J. B. (2016). Exploring antecedents and outcomes of shared
leadership in a creative context: A mixed-methods approach. The Leadership Quarterly,
27(2), 181–199. https://doi.org/10.1016/j.leaqua.2016.01.009
Sherf, E. N. , Sinha, R. , Tangirala, S. , & Awasty, N. (2018). Centralization of member voice
in teams: Its effects on expertise utilization and team performance. Journal of Applied
Psychology, 103(8), 813–827. https://doi.org/10.1037/apl0000305
Shi, W. , Markoczy, L. , & Dess, G. G. (2009). The role of middle management in the strategy
process: Group affiliation, structural holes, and tertius iungens. Journal of Management,
35(6), 1453–1480. https://doi.org/10.1177/0149206309346338
Tajfel, H. , & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin ,
& S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–47). Monterey,
CA: Brooks/Cole.
Uhl-Bien, M. , & Arena, M. (2018). Leadership for organizational adaptability: A theoretical
synthesis and integrative framework. The Leadership Quarterly, 29(1), 89–104.
https://doi.org/10.1016/j.leaqua.2017.12.009
Wang, D. , Waldman, D. A. , & Zhang, Z. (2014). A meta-analysis of shared leadership and
team effectiveness. Journal of Applied Psychology, 99(2), 181–198.
https://doi.org/10.1037/a0034531
Wooldridge, B. , Schmid, T. , & Floyd, S. W. (2008). The middle management perspective on
strategy process: Contributions, synthesis, and future research. Journal of Manage ment,
34(6), 1190–1221. https://doi.org/10.1177/0149206308324326
Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson
Education.

Creating the Interpersonal Context for Enabling Organizational Agility

Bauer, T. , & Erdogan, B. (2015). Organizational behavior 2.0. Flat World Knowledge.
Bouaziz, F. , & Hachicha, Z. S. (2018). Strategic human resource management practices and
organizational resilience. Journal of Management Development, 37(7), 537–551.
https://doi.org/10.1108/JMD-11-2017-0358
Carmeli, A. , & Schaubroeck, J. (2006). Top management team behavioral integration,
decision quality, and organizational decline. The Leadership Quarterly, 17(5), 441–453.
https://doi.org/10.1016/j.leaqua.2006.06.001
Ciampa, D. (2020, May–June). The case for a chief of staff. Harvard Business Review.
https://hbr.org/2020/05/the-case-for-a-chief-of-staff
Cohen, D. B. , Hult, K. M. , & Walcott, C. E. (2016). White House evolution and
institutionalization: The office of chief of staff since Reagan. Presidential Studies Quarterly,
46(1), 4–29. https://doi.org/10.1111/psq.12249
Cohen, D. B. , Vaughn, J. S. , & Villalobos, J. D. (2012). Manager-in-chief: Applying public
management theory to examine White House Chief of Staff performance. Political Research
Quarterly, 65(4), 841–854. https://doi.org/10.1177/1065912911421017
Dahlin, K. B. , Weingart, L. R. , & Hinds, P. J. (2005). Team diversity and information use.
Academy of Management Journal, 48(6), 1107–1123.
https://doi.org/10.5465/amj.2005.19573112
Day, D. V. , Conger, J. A. , & Dannhäuser, L. (2024). Developing the senior leadership team
for dynamic capabilities. In S. Zaccaro , N. Hiller , & R. Klimoski (Eds.), Senior leadership
teams and the agile organization (pp. 291–316). Routledge.
Deployable Training Division . (2020). Insights and best practices focus paper: Chief of Staff
(COS) roles and functions at joint headquarters. Deployable Training Division.
www.jcs.mil/Portals/36/Documents/Doctrine/fp/cos_fp2nd_ed.pdf
DeWahl, J. (2019, April 29). The chief of staff role in Silicon Valley. Chief of Staff Network.
https://medium.com/chiefofstaffnetwork/the-chief-of-staff-role-in-silicon-valley-182eb93e636e
Duchek, S. (2020). Organizational resilience: A capability-based conceptualization. Business
Research, 13(1), 215–246. https://doi.org/10.1007/s40685-019-0085-7
Essman, S. M. , & Nyberg, A. (2024). Executive compensation: How organizations use pay
mix to maximize top management team effectiveness and agility. In S. Zaccaro , N. Hiller , &
R. Klimoski (Eds.), Senior leadership teams and the agile organization (pp. 317–335).
Routledge.
Hambrick, D. C. (1994). What if the academy actually mattered? Academy of Management
Review, 19(1), 11–16. https://doi.org/10.5465/amr.1994.9410122006
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.
https://doi.org/10.5465/amr.1984.4277628
Heavey, C. , & Simsek, Z. (2017). Distributed cognition in top management teams and
organizational ambidexterity: The influence of transactive memory systems. Journal of
Management, 43(3), 919–945. https://doi.org/10.1177/0149206314545652
Heavey, C. , & Simsek, Z. (2024). Dynamic capabilities and the nature of organizational
agility: Towards managerial theory. In S. Zaccaro , N. Hiller , & R. Klimoski (Eds.), Senior
leadership teams and the agile organization (pp. 44–81). Routledge.
Hood, D. C. (2017). An investigation into the role of chief of staff in a higher education setting
(Publication No. 10615912) [Doctoral dissertation, The University of Nebraska-Lincoln].
ProQuest Dissertations Publishing.
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of
Management Review, 31(2), 386–408. https://doi.org/10.5465/amr.2006.20208687
Joshi, M. P. (2024). Strategic agility: Linking strategic framework to agile framework. In S.
Zaccaro , N. Hiller , & R. Klimoski (Eds.), Senior leadership teams and the agile organization
(pp. 82–102). Routledge.
Klimoski, R. J. (2012a). Context matters. Industrial and Organizational Psychology:
Perspectives on Science and Practice, 5(1), 28–32. https://doi.org/10.1111/j.1754-
9434.2011.01398.x
Klimoski, R. J. (2012b). Commentary: When it comes to leadership, context matters. In M.
Rumsey (Ed.), Oxford handbook on leadership (pp. 267–287). Oxford University Press.
Klimoski, R. J. (2016). Critical success factors for cyber security leaders. People and
Strategy, 39(1), 14–19. www.shrm.org/executive/resources/people-strategy-
journal/Winter2016/Pages/success-cybersecurity.aspx
Klimoski, R. J. (2020). Reflections on the importance of context (with the benefit of 2020
hindsight). In L. Koppes Bryan (Ed.), Historical perspectives in industrial and organizational
psychology (2nd ed., pp. 292–306). Routledge/Taylor and Francis Group.
Klimoski, R. J. , & Koles, K. L. K. (2001). The chief executive officer and top management
team interface. In S. J. Zaccaro & R. J. Klimoski (Eds.), The nature of organizational
leadership: Understanding the performance imperatives confronting today's leaders (pp.
219–269). Jossey-Bass.
Klimoski, R. J. , & Murray, J. (2016). Cyber security executive leadership. In S. J. Zaccaro ,
R. S. Dalal , L. E. Tetrick , & J. A. Steinke (Eds.), Psychological dynamics of cyber security
(pp. 135–166). Routledge.
Lengnick-Hall, C. A. , Beck, T. E. , & Lengnick-Hall, M. L. (2011). Developing a capacity for
organizational resilience through strategic human resource management. Human Resource
Management Review, 21(3), 243–255. https://doi.org/10.1016/j.hrmr.2010.07.001
Ling, Y. , & Wei, L. Q. (2024). Senior leadership team composition, CEO-TMT interfaces, and
the potential for dynamic capabilities. In S. Zaccaro , N. Hiller , & R. Klimoski (Eds.), Senior
leadership teams and the agile organization (pp. 223–245). Routledge.
Marcus, B. (2018, January 4). Are you ready to become chief of staff? Forbes.
www.forbes.com/sites/bonniemarcus/2018/01/04/are-you-ready-to-become-chief-of-staff
Martin, J. R. (1971). The role and progress of the office, assistant vice chief of staff in the
management of army resources. Army War Coll Carlisle Barracks.
https://apps.dtic.mil/sti/citations/AD0771757
Melián-Alzola, L. , Fernández-Monroy, M. , & Hidalgo-Peñate, M. (2020). Hotels in contexts
of uncertainty: Measuring organisational resilience. Tourism Management Perspectives, 36,
100747. https://doi.org/10.1016/j.tmp.2020.100747
Moon, H. (2001). Looking forward and looking back: Integrating completion and sunkcost
effects within an escalation-of-commitment progress decision. Journal of Applied Psychology,
86(1), 104–113. https://doi.org/10.1037/0021-9010.86.1.104
Mumford, T. V. , Campion, M. A. , & Morgeson, F. P. (2007). The leadership skills strataplex:
Leadership skill requirements across organizational levels. The Leadership Quarterly, 18(2),
154–166. https://doi.org/10.1016/j.leaqua.2007.01.005
Niebauer, M. (2018, September 26). What is a chief of staff and when do you need one? The
Bridgespan Group. www.bridgespan.org/insights/library/careers/chief-of-staff-role
Nielsen, S. (2009). Why do top management teams look the way they do? A multilevel
exploration of the antecedents of TMT heterogeneity. Strategic Organization, 7(3), 277–305.
https://doi.org/10.1177/1476127009340496
Parris, T. (2015). Chief of staff: The strategic partner who will revolutionize your organization.
Tyler Parris Coaching, LLC.
Ployhart, R. E. , Schepker, D. J. , Wright, P. M. , & Strizver, S. D. (2024). Creating dynamic
capabilities for agile executive selection and succession. In S. Zaccaro , N. Hiller , & R.
Klimoski (Eds.), Senior leadership teams and the agile organization (pp. 246–290).
Routledge.
Rivkin, D. , Gregory, C. M. , Norton, J. J. , Craven, D. E. , & Lewis, P. M. (2017). Advancing
O*NET data, application, and uses. In J. L. Farr & N. T. Tippins (Eds.), Handbook of
employee selection (pp. 874–912). Routledge.
Siegel, D. (2010). The leadership role of the municipal chief administrative officer. Canadian
Public Administration, 53(2), 139–161. https://doi.org/10.1111/j.1754-7121.2010.00122.x
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. https://doi.org/10.5465/amj.2005.15993139
Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management
Review, 18(2), 87–99. https://doi.org/10.1016/j.hrmr.2008.03.004
University of Minnesota . (2017). Organizational behavior. University of Minnesota Libraries
Publishing.
Wedell-Wedellsborg, M. E. , & Greve, P. (2024). Senior leadership teams: Characteristics
and key functions enabling strategic agility. In S. Zaccaro , N. Hiller , & R. Klimoski (Eds.),
Senior leadership teams and the agile organization (pp. 103–139). Routledge.
Williams, J. (2012). Moving from CFO to COO. Healthcare Financial Management, 66(8),
96–101. https://pubmed.ncbi.nlm.nih.gov/22931033/
Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (2024). Introduction. In S. Zaccaro , N. Hiller , &
R. Klimoski (Eds.), Senior leadership teams and the agile organization (pp. 1–23). Routledge.

CEO Characteristics and Organizational Agility

Acedo, F. J. , & Jones, M. V. (2007). Speed of internationalization and entrepreneurial
cognition: Insights and a comparison between international new ventures, exporters and
domestic firms. Journal of World Business, 42(3), 236–252.
https://doi.org/10.1016/j.jwb.2007.04.012
Adjerid, I. , & Kelley, K. (2018). Big data in psychology: A framework for research
advancement. American Psychologist, 73(7), 899–917. https://doi.org/10.1037/amp0000190
Adner, R. , & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities.
Strategic Management Journal, 24(10), 1011–1025. https://doi.org/10.1002/smj.331
Ahmad, H. M. (2010). Personality traits among entrepreneurial and professional CEOs in
SMEs. International Journal of Business and Management, 5(9), 203–213.
https://doi.org/10.5539/ijbm.v5n9p203
Ahn, J. M. , Minshall, T. , & Mortara, L. (2017). Understanding the human side of openness:
The fit between open innovation modes and CEO characteristics. R&D Management, 47(5),
727–740. https://doi.org/10.1111/radm.12264
Almahamid, S. , Awwad, A. , & McAdams, A. C. (2010). Effects of organizational agility and
knowledge sharing on competitive advantage: An empirical study in Jordan. International
Journal of Management, 27(3), 387–404. www.proquest.com/docview/763161600
Antonakis, J. , Day, D. V. , & Schyns, B. (2012). Leadership and individual differences: At the
cusp of a renaissance. The Leadership Quarterly, 23(4), 643–650.
https://doi.org/10.1016/j.leaqua.2012.05.002
Azouzi, M. A. , Ezzi, F. , & Jarboui, A. (2016). Does CEO emotional intelligence affect the
performance of diversifiable companies? Cogent Economics & Finance, 5(1), 38–51.
https://doi.org/10.1080/23322039.2016.1230958
Baard, S. K. , Rench, T. A. , & Kozlowski, S. W. J. (2014). Performance adaptation: A
theoretical integration and review. Journal of Management, 40(1), 48–99.
https://doi.org/10.1177/0149206313488210
Baker, T. , & Nelson, R. E. (2005). Creating something from nothing: Resource construction
through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366.
https://doi.org/10.2189/asqu.2005.50.3.329
Baron, R. A. , & Tang, J. (2009). Entrepreneurs’ social skills and new venture performance:
Mediating mechanisms and cultural generality. Journal of Management, 35(2), 282–306.
https://doi.org/10.1177/0149206307312513
Baškarada, S. , & Koronios, A. (2018). A philosophical discussion of qualitative, quantitative,
and mixed methods research in social science. Qualitative Research Journal, 18(1), 2–21.
https://doi.org/10.1108/QRJ-D-17-00042
Button, S. B. , Mathieu, J. E. , & Zajac, D. M. (1996). Goal orientation in organizational
research: A conceptual and empirical foundation. Organizational Behavior and Human
Decision Processes, 67(1), 26–48. https://doi.org/10.1006/obhd.1996.0063
Cao, Q. , Simsek, Z. , & Zhang, H. (2010). Modelling the joint impact of the CEO and the TMT
on organizational ambidexterity. Journal of Management Studies, 47(7), 1272–1296.
https://doi.org/10.1111/j.1467-6486.2009.00877.x
Carver, C. S. , & Scheier, M. F. (1998). On the self-regulation of behavior. Cambridge
University Press.
Chan, T. , Wang, I. , & Ybarra, O. (2021). Leading and managing the workplace: The role of
executive functions. Academy of Management Perspectives, 35(1), 142–164.
https://doi.org/10.5465/amp.2017.0215
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. https://doi.org/10.2189/asqu.52.3.351
Cheng, S. L. , & Chang, H. C. (2009). Performance implications of cognitive complexity: An
empirical study of cognitive strategic groups in semiconductor industry. Journal of Business
Research, 62, 1311–1320.
Cragun, O. R. , Olsen, K. J. , & Wright, P. M. (2020). Making CEO narcissism research great:
A review and meta-analysis of CEO narcissism. Journal of Management, 46(6), 908–936.
https://doi.org/10.1177/0149206319892678
Derue, D. S. , Nahrgang, J. D. , Wellman, N. , & Humphrey, S. E. (2011). Trait and behavioral
theories of leadership: An integration and meta-analytic test of their relative validity.
Personnel Psychology, 64(1), 7–52. https://doi.org/10.1111/j.1744-6570.2010.01201.x
Dess, G. G. , & Beard, D. W. (1984). Dimensions of organizational task environments.
Administrative Science Quarterly, 29(1), 52–73. https://doi.org/10.2307/2393080
Devine, R. , Lamont, B. T. , & Harris, R. J. (2016). Managerial control in mergers of equals:
The role of political skill. Journal of Managerial Issues, 28(1/2), 50–66.
www.jstor.org/stable/44114732
de Vries, M. F. R. K. , & Miller, D. (1985). Narcissism and leadership: An object relations
perspective. Human Relations, 38(6), 583–601.
https://doi.org/10.1177/001872678503800606
Dinh, J. E. , & Lord, R. G. (2012). Implications of dispositional and process views of traits for
individual difference research in leadership. The Leadership Quarterly, 23(4), 651–669.
https://doi.org/10.1016/j.leaqua.2012.03.003
Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource
practices contribute. Human Resource Management Review, 30(1), 100693.
https://doi.org/10.1016/j.hrmr.2019.100693
Dulewicz, V. , & Higgs, M. (2003). Leadership at the top: The need for emotional intelligence
in organizations. The International Journal of Organizational Analysis, 11(3), 193–210.
https://doi.org/10.1108/eb028971
Edmondson, A. (1999). Psychological safety and learning behavior in work teams.
Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Eggers, J. P. , & Kaplan, S. (2009). Cognition and renewal: Comparing CEO and
organizational effects on incumbent adaptation to technical change. Organization Science,
20(2), 461–477. https://doi.org/10.1287/orsc.1080.0401
Eisenhardt, K. M. (2000). Paradox, spirals, ambivalence: The new language of change and
pluralism. Academy of Management Review, 25(4), 703–705.
https://doi.org/10.5465/amr.2000.3707694
Ely, K. , Zaccaro, S. J. , & Conjar, E. A. (2008). Leadership development: Training design
strategies for growing adaptability in leaders. In R. J. Burke & C. L. Cooper (Eds.), The Peak
Performing Organization (pp. 175–196). Routledge.
Ezzi, F. , Salhi, B. , & Jarboui, A. (2022). Exploring the relationship between managerial
emotional intelligence and environmental performance in energy sector: A mediated
moderation analysis. International Journal of Energy Sector Management, ahead-of-print .
https://doi.org/10.1108/IJESM-11-2019-0004
Fang, R. , Chi, L. , Chen, M. , & Baron, R. A. (2015). Bringing political skill into social
networks: Findings from a field study of entrepreneurs. Journal of Management Stud ies,
52(2), 175–212. https://doi.org/10.1111/joms.12107
Fernández-Pérez, V. , García-Morales, V. J. , & Pullés, D. C. (2016). Entrepreneurial
decision-making, external social networks and strategic flexibility: The role of CEOs’
cognition. European Management Journal , 34, 296–309.
https://doi.org/10.1016/J.EMJ.2015.12.002
Fernández-Pérez, V. , Jesús, G. V. , & Fernando, B. Ó. (2012). The effects of CEOs’ social
networks on organizational performance through knowledge and strategic flexibility.
Personnel Review, 41(6), 777–812. https://doi.org/10.1108/00483481211263719
Ferris, G. R. , Treadway, D. C. , Kolodinsky, R. W. , Hochwarter, W. A. , Kacmar, C. J. ,
Douglas, C. , & Frink, D. D. (2005). Development and validation of the political skill inventory.
Journal of Management, 31(1), 126–152. https://doi.org/10.1177/0149206304271386
Ferris, G. R. , Treadway, D. C. , Perrewé, P. L. , Brouer, R. L. , Douglas, C. , & Lux, S.
(2007). Political skill in organizations. Journal of Management, 33(3), 290–320.
https://doi.org/10.1177/0149206307300813
Fine, C. H. (1998). Clockspeed: Winning industry control in the age of temporary advantage.
Reading, MA : Perseus.
Foti, R. J. , & Hauenstein, N. M. A. (2007). Pattern and variable approaches in leadership
emergence and effectiveness. Journal of Applied Psychology, 92(2), 347–355.
https://doi.org/10.1037/0021-9010.92.2.347
Furnham, A. , & Marks, J. (2013). Tolerance of ambiguity: A review of the recent literature.
Psychology, 4(9), 717–728. https://doi.org/10.4236/psych.2013.49102
Furr, N. R. (2009). Cognitive flexibility: The adaptive reality of concrete organizational change
[Doctoral dissertation, Stanford University]. ProQuest Dissertations Publishing No. 3382938.
www.proquest.com/docview/304999236
Gamache, D. L. , Mcnamara, G. , Mannor, M. J. , & Johnson, R. E. (2015). Motivated to
acquire? The impact of CEO regulatory focus on firm acquisitions. Academy of Management
Journal, 58(4), 1261–1282. https://doi.org/10.5465/amj.2013.0377
Garbe, E. , & Duberley, J. (2021). How careers change: Understanding the role of structure
and agency in career change. The case of the humanitarian sector. The International Journal
of Human Resource Management, 32(11), 2468–2492.
https://doi.org/10.1080/09585192.2019.1588345
Georgsdottir, A. S. , & Getz, I. (2004). How flexibility facilitates innovation and ways to
manage it in organizations. Creativity and Innovation Management, 13(3), 166–175.
https://doi.org/10.1111/j.0963-1690.2004.00306.x
Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Basic Books.
Griffin, B. , & Hesketh, B. (2004). Why openness to experience is not a good predictor of job
performance. International Journal of Selection and Assessment, 12(3), 243–251.
https://doi.org/10.1111/j.0965-075X.2004.278_1.x
Guay, W. R. , Taylor, D. , & Xiao, J. J. (2015, April 3). Adapt or perish: Evidence of CEO
adaptability to industry shocks. https://ssrn.com/abstract=2234886 or
http://dx.doi.org/10.2139/ssrn.2234886
Guo, L. X. , Liu, C.-F. , & Yain, Y.-S. (2020). Social entrepreneur's psychological capital,
political skills, social networks and new venture performance. Frontiers in Psychology, 11,
925. https://doi.org/10.3389/fpsyg.2020.00925
Gutschi, D. , & Klarner, P. (2020). Titan tensions: How do CEO curiosity and CFO
conscientiousness drive bold moves? Academy of Management Proceedings.
https://journals.aom.org/doi/abs/10.5465/AMBPP.2020.19421abstract
Gutschi, D. , & Klarner, P. (2021). CEO curiosity and strategic change. Academy of
Management Annual Meeting Proceedings.
https://journals.aom.org/doi/abs/10.5465/AMBPP.2021.13601abstract
Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of Management
Review, 32(2), 334–343. https://doi.org/10.5465/amr.2007.24345254
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.
https://doi.org/10.2307/258434
Harraf, A. , Wanasika, I. , Tate, K. , & Talbott, K. (2015). Organizational agility. Journal of
Applied Business Research, 31(2), 675–686.
www.clutejournals.com/index.php/JABR/article/view/9160-
Hasan, Md. M. , Popp, J. , & Oláh, J. (2020). Current landscape and influence of big data on
finance. Journal of Big Data, 7(1), 21. https://doi.org/10.1186/s40537-020-00291-z
Helfat, C. E. , & Martin, J. A. (2015). Dynamic managerial capabilities: Review and
assessment of managerial impact on strategic change. Journal of Management, 41(5),
1281–1312. https://doi.org/10.1177/0149206314561301
Helfat, C. E. , & Peteraf, M. A. (2015). Managerial cognitive capabilities and the micro-
foundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.
https://doi.org/10.1002/smj.2247
Herrmann, P. , & Nadkarni, S. (2014). Managing strategic change: The duality of CEO
personality. Strategic Management Journal, 35(9), 1318–1342.
https://doi.org/10.1002/smj.2156
Heyden, M. L. M. , Fourné, S. P. L. , Koene, B. A. S. , Werkman, R. , & Ansari, S. (Shaz).
(2017). Rethinking ‘top-down’ and ‘bottom-up’ roles of top and middle managers in
organizational change: Implications for employee support. Journal of Management Studies,
54(7), 961–985. https://doi.org/10.1111/joms.12258
Holmes Jr., R. M. , Hitt, M. A. , Perrewé, P. L. , Palmer, J. C. , & Molina-Sieiro, G. (2021).
Building cross-disciplinary bridges in leadership: Integrating top executive personality and
leadership theory and research. The Leadership Quarterly, 32(1), 101490.
https://doi.org/10.1016/j.leaqua.2020.101490
Hooijberg, R. (1996). A multidirectional approach toward leadership: An extension of the
concept of behavioral complexity. Human Relations, 49(7), 917–946.
https://doi.org/10.1177/001872679604900703
Houghton, S. M. , Smith, A. D. , & Hood, J. N. (2009). The influence of social capital on
strategic choice: An examination of the effects of external and internal network relationships
on strategic complexity. Journal of Business Research, 62(12), 1255–1261.
https://doi.org/10.1016/j.jbusres.2009.01.002
Huang, S. , Battisti, M. , & Pickernell, D. (2021). CEO regulatory focus as the microfoundation
of organizational ambidexterity: A configurational approach. Journal of Business Research,
125, 26–38. https://doi.org/10.1016/j.jbusres.2020.12.004
Jia, Y. , Tsui, A. S. , & Yu, X. (2021). Beyond bounded rationality: CEO reflective capacity
and firm sustainability performance. Management and Organization Review, 17(4), 777–814.
https://doi.org/10.1017/mor.2021.4
Jiang, W. , Wang, L. , Chu, Z. , & Zheng, C. (2020). How does CEO regulatory focus matter?
The impacts of CEO promotion and prevention focus on firm strategic change. Group &
Organization Management, 45(3), 386–416. https://doi.org/10.1177/1059601119891268
Kaiser, R. , & Overfield, D. (2010). Assessing flexible leadership as a mastery of opposites.
Consulting Psychology Journal: Practice and Research, 62, 105–118.
https://doi.org/10.1037/a0019987
Katou, A. A. , Budhwar, P. S. , & Patel, C. (2021). A trilogy of organizational ambidexterity:
Leader's social intelligence, employee work engagement and environmental changes.
Journal of Business Research, 128, 688–700. https://doi.org/10.1016/j.jbusres.2020.01.043
Katsaros, K. K. , Tsirikas, A. N. , & Bani, S.-M. N. (2014). CEOs’ attitudes to change,
strategic flexibility and organizational. International Journal of Management Sciences, 4(12),
567–581.
Katz, D. , & Kahn, R. L. (1978). The social psychology of organizations. Wiley.
Kiss, A. N. , Cortes, A. F. , & Herrmann, P. (2022). CEO proactiveness, innovation, and firm
performance. The Leadership Quarterly, 33(3), 101545.
https://doi.org/10.1016/j.leaqua.2021.101545
Kiss, A. N. , Libaers, D. , Barr, P. S. , Wang, T. , & Zachary, M. A. (2020). CEO cognitive
flexibility, information search, and organizational ambidexterity. Strategic Management
Journal , 41(12), 2200–2233.
Klimoski, R. J. , & Murray, J. (2016). Cyber security executive leadership. In S. J. Zaccaro ,
R. S. Dalal , L. E. Tetrick , & J. A. Steinke (Eds.), Psychosocial dynamics of cyber security
(pp. 135–166). Routledge.
Kong, E. , Chadee, D. , & Sharma, R. R. (2012). Social intelligence and top management
team: An exploratory study of external knowledge acquisition for strategic change in global IT
service providers in India. International Journal of Learning and Change, 6, 1–17.
https://doi.org/10.1504/IJLC.2012.045853
König, A. , Graf-Vlachy, L. , Bundy, J. , & Little, L. M. (2020). A blessing and a curse: How
CEOs’ trait empathy affects their management of organizational crises. Academy of
Management Review, 45(1), 130–153. https://doi.org/10.5465/amr.2017.0387
Ling, Y. , & Wei, L. (2024). Senior leadership team composition, CEO–TMT interfaces, and
the potential for dynamic capabilities. In S. J. Zaccaro , N. J. Hiller , & R. J. Klimoski (Eds.),
Senior leadership teams and the agile organization (pp. 223–245). New York, NY: Routledge.
Litman, J. A. (2008). Interest and deprivation factors of epistemic curiosity. Personality and
Individual Differences, 44(7), 1585–1595. https://doi.org/10.1016/j.paid.2008.01.014
Maitlis, S. , & Christianson, M. (2014). Sensemaking in organizations: Taking stock and
moving forward. Academy of Management Annals, 8(1), 57–125.
https://doi.org/10.1080/19416520.2014.873177
Mammassis, C. S. , & Kostopoulos, K. C. (2019). CEO goal orientations, environmental
dynamism and organizational ambidexterity: An investigation in SMEs. European
Management Journal, 37(5), 577–588. https://doi.org/10.1016/j.emj.2019.08.012
Marhraoui, M. A. , & Manouar, A. E. (2017). Towards a new framework linking knowledge
management systems and organizational agility: An empirical study. International Journal of
Computer Science and Information Technology, 9(1), 21–36.
https://doi.org/10.5121/ijcsit.2017.9103
Mayer, J. D. , & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D.
Sluyter (Eds.), Emotional development and emotional intelligence: Educational implications
(pp. 3–31). Basic Books.
McCarthy, J. F. , O'Connell, D. J. , & Hall, D. T. (2005). Leading beyond tragedy: The balance
of personal identity and adaptability. Leadership & Organization Development Journal, 26(6),
458–475. https://doi.org/10.1108/01437730510617663
McCrae, R. R. , & Costa, P. T. (1987). Validation of the five-factor model of personality
across instruments and observers. Journal of Personality and Social Psychology, 52(1),
81–90.
McCrae, R. R. , & Costa, P. T. (1997). Personality trait structure as a human universal.
American Psychologist, 52(5), 509–516. https://doi.org/10.1037/0003-066X.52.5.509
McDonald, M. L. , & Westphal, J. D. (2003). Getting by with the advice of their friends: CEOs’
advice networks and firms’ strategic responses to poor performance. Administrative Science
Quarterly, 48(1), 1–32. https://doi.org/10.2307/3556617
McLain, D. L. (2009). Evidence of the properties of an ambiguity tolerance measure: The
Multiple Stimulus Types Ambiguity Tolerance Scale—II (MSTAT—II). Psychological Reports,
105(3), 975–988. https://doi.org/10.2466/PR0.105.3.975-988
Müceldili, B. , Tatar, B. , & Erdil, O. (2020). Can curious employees be more agile? The role
of cognitive style and creative process engagement in agility performance. Global Business
and Organizational Excellence, 39(6), 39–52. https://doi.org/10.1002/joe.22056
Nadkarni, S. , & Herrmann, P. (2010). CEO personality, strategic flexibility, and firm
performance: The case of the Indian business process outsourcing industry. Academy of
Management Journal, 53(5), 1050–1073. https://doi.org/10.5465/amj.2010.54533196
Nadkarni, S. , & Narayanan, V. K. (2007). Strategic schemas, strategic flexibility, and firm
performance: The moderating role of industry clockspeed. Strategic Management Journal,
28(3), 243–270. https://doi.org/10.1002/smj.576
Nag, R. , Neville, F. , & Dimotakis, N. (2020). CEO scanning behaviors, self-efficacy, and
SME innovation and performance: An examination within a declining industry. Journal of
Small Business Management, 58(1), 164–199.
https://doi.org/10.1080/00472778.2019.1659676
Neffe, C. , Wilderom, C. P. , & Lattuch, F. (2022). Emotionally intelligent top management
and high family firm performance: Evidence from Germany. European Management Journal ,
40(3), 372–383. https://doi.org/10.1016/j.emj.2021.07.007.
Nelson, J. K. , Zaccaro, S. J. , & Herman, J. L. (2010). Strategic information provision and
experiential variety as tools for developing adaptive leadership skills. Consulting Psychology
Journal: Practice and Research, 62(2), 131–142. https://doi.org/10.1037/a0019989
Nie, X. , Yu, M. , Zhai, Y. , & Lin, H. (2022). Explorative and exploitative innovation: A
perspective on CEO humility, narcissism, and market dynamism. Journal of Business
Research, 147, 71–81. https://doi.org/10.1016/j.jbusres.2022.03.061
Norman, W. , & MacDonald, C. (2004). Getting to the bottom of “triple bottom line”. Business
Ethics Quarterly, 14(2), 243–262. https://doi.org/10.5840/beq200414211
O'Reilly III, C. A. , & Tushman, M. L. (2004). The ambidextrous organization. Harvard
Business Review. www.iot.ntnu.no/innovation/norsi-pims-
courses/tushman/O%C3%86Reilly%20&%20Tushman%20(2004).pdf
O'Reilly III, C. A. , & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and
future. Academy of Management Perspectives, 27(4), 324–338.
https://doi.org/10.5465/amp.2013.0025
Ou, A. Y. , Tsui, A. S. , Kinicki, A. J. , Waldman, D. A. , Xiao, Z. , & Song, L. J. (2014).
Humble Chief Executive Officers’ connections to top management team integration and
middle managers’ responses. Administrative Science Quarterly, 59(1), 34–72.
https://doi.org/10.1177/0001839213520131
Owens, B. P. , Wallace, A. S. , & Waldman, D. A. (2015). Leader narcissism and follower
outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology,
100(4), 1203–1213. https://doi.org/10.1037/a0038698
Peterson, S. J. , Walumbwa, F. O. , Byron, K. , & Myrowitz, J. (2009). CEO positive
psychological traits, transformational leadership, and firm performance in high-technology
start-up and established firms. Journal of Management, 35(2), 348–368.
https://doi.org/10.1177/0149206307312512
Pryor, C. , Holmes, R. M. , Webb, J. W. , & Liguori, E. W. (2019). Top executive goal
orientations’ effects on environmental scanning and performance: Differences between
founders and nonfounders. Journal of Management, 45(5), 1958–1986.
https://doi.org/10.1177/0149206317737354
Rahim, M. A. (2014). A structural equations model of leaders’ social intelligence and creative
performance. Creativity and Innovation Management, 23(1), 44–56.
https://doi.org/10.1111/caim.12045
Rahim, M. A. , Ma, Z. , Quah, C.-S. , Rahman, Md. S. , Jasimuddin, S. M. , Shaw, L. , &
Ozyilmaz, A. (2019). Intelligent entrepreneurship and firm performance: A cross-cultural
investigation. Journal of International Entrepreneurship, 17(4), 475–493.
https://doi.org/10.1007/s10843-019-00252-5
Salovey, P. , & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and
Personality , 9(3), 185–211. https://doi.org/10.2190/DUGG-P24E-52WK-6CDG
Scoresby, R. B. , Withers, M. C. , & Ireland, R. D. (2021). The effect of CEO regulatory focus
on changes to investments in R&D. Journal of Product Innovation Management, 38(4),
401–420. https://doi.org/10.1111/jpim.12591
Shabbir, S. , Danish, R. Q. , Rehman, M. , Hasnain, M. , & Asad, H. (2021). An empirical
investigation of environmental turbulence and fear in predicting entrepreneurial improvisation.
Journal of Open Innovation: Technology, Market, and Complexity, 7, 157–172.
https://doi.org/10.3390/joitmc7020157
Smith, W. K. , & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium
model of organizing. Academy of Management Review, 36(2), 381–403.
https://doi.org/10.5465/amr.2009.0223
Spreitzer, G. M. , McCall, M. W. , & Mahoney, J. D. (1997). Early identification of international
executive potential. Journal of Applied Psychology, 82(1), 6–29. https://doi.org/10.1037/0021-
9010.82.1.6
Stark, A. (2022). Top 10 work trends: 2022 Q3 round-ups from trend champions.
https://www.siop.org/Research-Publications/Items-of-
Interest/ArtMID/19366/ArticleID/7061/Top-10-Work-Trends-2022-Q3-Round-Ups-from-Trend-
Champions
Streufert, S. , & Swezey, R. W. (1986). Complexity, managers, and organizations. Academic
Press.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of
(sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
https://doi.org/10.1002/smj.640
Teece, D. J. , Peteraf, M. , & Leih, S. (2016). Dynamic capabilities and organizational agility:
Risk, uncertainty, and strategy in the innovation economy. California Management Review,
58(4), 13–35. https://doi.org/10.1525/cmr.2016.58.4.13
Teece, D. J. , Pisano, G. , & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7), 509–533.
https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Tocher, N. , Oswald, S. L. , Shook, C. L. , & Adams, G. (2012). Entrepreneur political skill and
new venture performance: Extending the social competence perspective. Entrepreneurship &
Regional Development, 24(5–6), 283–305.
Turturea, R. , Jansen, J. J. P. , & Verheul, I. (2015). Top management team attributes,
bricolage and ambidexterity in SMEs. Academy of Management Proceedings.
https://journals.aom.org/doi/abs/10.5465/ambpp.2015.281
Uotila, J. , Maula, M. , Keil, T. , & Zahra, S. A. (2009). Exploration, exploitation, and financial
performance: Analysis of S&P 500 corporations. Strategic Management Journal, 30(2),
221–231. https://doi.org/10.1002/smj.738
Vandewalle, D. (1997). Development and validation of a work domain goal orientation
instrument. Educational and Psychological Measurement, 57(6), 995–1015.
https://doi.org/10.1177/0013164497057006009
Vandewalle, D. (2003). A goal orientation model of feedback-seeking behaviors. Human
Resource Management Review, 13, 581–604. https://doi.org/10.1016/j.hrmr.2003.11.004
Wales, W. J. , Patel, P. C. , & Lumpkin, G. T. (2013). In pursuit of greatness: CEO
narcissism, entrepreneurial orientation, and firm performance variance. Journal of
Management Studies, 50(6), 1041–1069. https://doi.org/10.1111/joms.12034
Wangrow, D. B. , Kolev, K. , & Hughes-Morgan, M. (2019). Not all responses are the same:
How CEO cognitions impact strategy when performance falls below aspirations. Journal of
General Management, 44(2), 73–86. https://doi.org/10.1177/0306307018798143
Weber, Y. , & Tarba, S. Y. (2014). Strategic agility: A state of the art introduction to the
special section on strategic agility. California Management Review, 56(3), 5–12.
https://doi.org/10.1525/cmr.2014.56.3.5
Westerberg, M. (1998). Managing in turbulence: An empirical study of small firms operating in
a turbulent environment [Doctoral dissertation, Lulea University of Technology]. www.diva-
portal.org/smash/record.jsf?pid=diva2%3A991439&dswid=3097
Wincent, J. , & Westerberg, M. (2005). Personal traits of CEOs, inter-firm networking and
entrepreneurship in their firms: Investigating strategic SME network participants. Journal of
Developmental Entrepreneurship, 10(03), 271–284.
https://doi.org/10.1142/S1084946705000215
Worley, C. G. , Williams, T. D. , & Lawler III, E. E. (2014). The agility factor: Building
adaptable organizations for superior performance. San Francisco, CA: John Wiley & Sons.
Zaccaro, S. J. (2001). The nature of executive leadership: A conceptual and empirical
analysis of success. Washington, DC: APA Books.
Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1),
6–16. https://doi.org/10.1037/0003-066X.62.1.6
Zaccaro, S. J. , Gilbert, J. A. , Thor, K. K. , & Mumford, M. D. (1991). Leadership and social
intelligence: Linking social perspectiveness and behavioral flexibility to leader effectiveness.
The Leadership Quarterly, 2(4), 317–342. https://doi.org/10.1016/1048-9843(91)90018-W
Zaccaro, S. J. , Green, J. P. , Dubrow, S. , & Kolze, M. (2018). Leader individual differences,
situational parameters, and leadership outcomes: A comprehensive review and integration.
The Leadership Quarterly, 29(1), 2–43. https://doi.org/10.1016/j.leaqua.2017.10.003
Zaccaro, S. J. , & Klimoski, R. J. (2001). The nature of organizational leadership:
Understanding the performance imperatives confronting today's leaders. Pfeiffer.
Zaccaro, S. J. , Rittman, A. L. , & Marks, M. A. (2001). Team leadership. The Leadership
Quarterly, 12, 451–483. https://doi.org/10.1016/S1048-9843(01)00093-5
Zhang, C. , & Wang, H. (2020). CEO learning goal orientation and firm innovation: The
mechanism and boundary conditions. Journal of Small Business Management, 58(5),
948–974. https://doi.org/10.1111/jsbm.12537
Zhang, H. , Ou, A. Y. , Tsui, A. S. , & Wang, H. (2017). CEO humility, narcissism and firm
innovation: A paradox perspective on CEO traits. The Leadership Quarterly, 28(5), 585–604.
https://doi.org/10.1016/j.leaqua.2017.01.003
Žitkienė, R. , & Deksnys, M. (2018). Organizational agility conceptual model. Montenegrin
Journal of Economics, 14(2), 115–129. https://doi.org/10.14254/1800-5845/2018.14-2.7
Zyung, J. (2017). Essays on CEO cognitive complexity: Effects on corporate strategy,
performance, and survival [Doctoral dissertation, Rice University]. Rice Digital Scholarship
Archive No. 13403. https://scholarship.rice.edu/handle/1911/96105

Senior Leadership Team Composition, CEO–TMT Interfaces, and the

Potential for Dynamic Capabilities
Andrevski, G. , Richard, O. C. , Shaw, J. D. , & Ferrier, W. J. 2014. Racial diversity and firm
performance: The mediating role of competitive intensity. Journal of Management, 40(3):
820–844.
Antonakis, J. , Day, D. , & Schyns, B. 2012. Leadership and individual differences: At the
cusp of a renaissance. Leadership Quarterly, 23(4): 643–650.
Arendt, L. A. , Priem, R. L. , & Ndofor, H. A. 2005. A CEO-adviser model of strategic decision
making. Journal of Management, 31(5): 680–699.
Bai, Y. , Li, P. P. , & Xi, Y. 2012. The distinctive effects of dual-level leadership behaviors on
employees’ trust in leadership: An empirical study from China. Asia Pacific Journal of
Management, 29(2): 213–237.
Bantel, K. A. 1993. Top team, environment and performance effects on strategic planning
formality. Group and Organization Management, 18(4): 436–458.
Bantel, K. A. , & Jackson, S. E. 1989. Top management and innovations in banking: Does the
composition of the top team make a difference? Strategic Management Journal, 10(S1):
107–124.
Beckman, C. M. , & Burton, M. D. 2011. Bringing organizational demography back in: Time,
change and structure in top management team research. In Carpenter M. A. (Eds.),
Handbook of Top Management Team Research: 49–70. Cheltenham: Edward Elgar.
Bendersky, C. , & Hays, N. A. 2012. Status conflict in groups. Organization Science, 23(2):
323–340.
Buunk, A. P. , & Gibbons, F. X. 2007. Social comparison: The end of a theory and the
emergence of a field. Organizational Behavior and Human Decision Processes, 102(1): 3–21.
Buyl, T. , Boone, C. , & Hendriks, W. 2014. Top management team members’ decision
influence and cooperative behaviour: An empirical study in the information technology
industry. British Journal of Management, 25(2): 285–304.
Campbell, W. K. , & Miller, J. D. 2011. The Handbook of Narcissism and Narcissistic
Personality Disorder: Theoretical Approaches, Empirical Findings, and Treatments. Hoboken,
NJ: Wiley.
Cannella, A. A. , & Holcomb, T. R. 2005. A multi-level analysis of the upper-echelons model.
In Dansereau, A. , & Yammarino, F. (Eds.), Multi-level Issues in Strategy and Methods:
195–237. Oxford: Elsevier.
Cannella Jr, A. A. , Park, J. H. , & Lee, H. U. 2008. Top management team functional
background diversity and firm performance: Examining the roles of team member collocation
and environmental uncertainty. Academy of Management Journal, 51(4): 768–784.
Carmeli, A. , & Paulus, P. B. 2015. CEO ideational facilitation leadership and team creativity:
The mediating role of knowledge sharing. The Journal of Creative Behavior, 49(1): 53–75.
Carmeli, A. , Schaubroeck, J. , & Tishler, A. 2011. How CEO empowering leadership shapes
top management team processes: Implications for firm performance. The Leadership
Quarterly , 22(2): 399–411.
Carmeli, A. , Tishler, A. , & Edmondson, A. C. 2012. CEO relational leadership and strategic
decision quality in top management teams: The role of team trust and learning from failure.
Strategic Organization, 10(1): 31–54.
Chatman, J. A. , & Flynn, F. J. 2001. The influence of demographic heterogeneity on the
emergence and consequences of cooperative norms in work teams. Academy of
Management Journal, 44(5): 956–974.
Chen, M. J. , Lin, H. C. , & Michel, J. G. 2010. Navigating in a hypercompetitive environment:
The roles of action aggressiveness and TMT integration. Strategic Management Journal,
31(13): 1410–1430.
Colbert, A. E. , Kristof-Brown, A. L. , Bradley, B. H. , & Barrick, M. R. 2008. CEO
transformational leadership: The role of goal importance congruence in top management
teams. Academy of Management Journal, 51(1): 81–96.
Connelly, B. L. , Tihanyi, L. , Crook, T. R. , & Gangloff, K. A. 2014. Tournament theory: Thirty
years of contests and competitions. Journal of Management, 40(1): 16–47.
Connelly, B. L. , Tihanyi, L. , Ketchen Jr, D. J. , Carnes, C. M. , & Ferrier, W. J. 2016.
Competitive repertoire complexity: Governance antecedents and performance outcomes.
Strategic Management Journal, 38(5): 1151–1173.
Crossland, C. , & Hambrick, D. C. 2007. How national systems differ in their constraints on
corporate executives: A study of CEO effects in three countries. Strategic Management
Journal, 28(8): 767–789.
De Hoogh, A. H. B. , & Den Hartog, D. N. 2008. Ethical and despotic leadership, relationships
with leader's social responsibility, top management team effectiveness and subordinates’
optimism: A multi-method study. The Leadership Quarterly, 19(3), 297–311.
de Jong, A. , Song, M. , & Song, L. Z. 2013. How lead founder personality affects new
venture performance: The mediating role of team conflict. Journal of Management, 39(7):
1825–1854.
Eisenhardt, K. M. , & Bourgeois, III L. J. 1988. Politics of strategic decision making in high-
velocity environments: Toward a midrange theory. Academy of Management Journal , 31(4):
737–770.
Ferrier, W. J. 2001. Navigating the competitive landscape: The drivers and consequences of
competitive aggressiveness. Academy of Management Journal, 44(4): 858–877.
Finkelstein, S. , & Hambrick, D. C. 1996. Strategic Leadership: Top Executives and their
Effects on Organizations. St. Paul, MN: West Publishing Company.
Finkelstein, S. , Hambrick, D. C. , & Cannella, A. A. 2009. Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards. Oxford: Oxford University
Press.
Fox, B. C. , Simsek, Z. , & Heavy, C. 2021. Top management team experiential variety,
competitive repertoires, and firm performance: Examining the law of requisite variety in the
3D printing industry (1986–2017). Academy of Management Journal.
https://doi.org/10.5465/amj.2019.0734.
Friedman, Y. , Carmeli, A. , & Tishler, A. 2016. How CEOs and TMTs build adaptive capacity
in small entrepreneurial firms. Journal of Management Studies, 53(6): 996–1018.
Gamache, D. L. , & McNamara, G. 2019. Responding to bad press: How CEO temporal focus
influences the sensitivity to negative media coverage of acquisitions. Academy of
Management Journal, 62(3): 918–943.
Georgakakis, D. , Greve, P. , & Ruigrok, W. 2017. Top management team faultlines and firm
performance: Examining the CEO-TMT interface. Leadership Quarterly, 28(6): 741–758.
Georgakakis, D. , Heyden, M. L. , Oehmichen, J. D. , & Ekanayake, U. I. 2022. Four decades
of CEO-TMT interface research: A review inspired by role theory. The Leadership Quarterly.
https://doi.org/10.1016/j.leaqua.2019.101354.
Grosse, R. , & Ling, Y. (2015). Competing in China: Introduction to the special section.
Journal of Business Research, 68(6): 1145–1148.
Hambrick, D. C. 1994. Top management groups: A conceptual integration and
reconsideration of the team label. In B. M. Staw & L. L. Cummings (Eds.), Research in
Organizational Behavior (Vol. 16: 171–213). Greenwich, CT: JAI Press.
Hambrick, D. C. 1995. Fragmentation and the other problems CEOs have with their top
management teams. California Management Review, 37(3): 110–127.
Hambrick, D. C. , & Cannella Jr, A. A. 2004. CEOs who have COOs: Contingency analysis of
an unexplored structural form. Strategic Management Journal, 25(10): 959–979.
Hambrick, D. C. , & Finkelstein, S. 1987. Managerial discretion: A bridge between polar views
of organizations. In Cummings L. L. , & Staw B. M. (Eds.), Research in Organizational
Behavior (Vol. 9: 369–406). Greenwich, CT: JAI Press.
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.
Hambrick, D. C. , Cho, T. S. , & Chen, M. J. 1996. The influence of top management team
heterogeneity on firms’ competitive moves. Administrative Science Quarterly, 41(4): 659–684.
Hambrick, D. C. , Geletkanycz, M. A. , & Fredrickson, J. W. 1993. Top executive commitment
to the status quo: Some tests of its determinants. Strategic Management Journal, 14(6):
401–418.
Hambrick, D. C. , Humphrey, S. E. , & Gupta, A. 2015. Structural interdependence within top
management teams: A key moderator of upper echelons predictions. Strategic Management
Journal, 36(3): 449–461.
Heyden, M. L. M. , van Doorn, S. , Reimer, M. , Van den Bosch, F. A. J. , & Volberda, H. W.
2013. Perceived environmental dynamism, relative competitive performance, and top
management team heterogeneity: Examining correlates of upper echelons’ advice-seeking.
Organization Studies, 34(9): 1327–1356.
Hitt, M. A. , Arregle, J. L. , & Holmes Jr., R. M. 2021. Strategic management theory in a post-
pandemic and non-ergodic world. Journal of Management Studies.
https://doi.org/10.1111/joms.12646
Hmieleski, K. M. , & Baron, R. A. 2009. Entrepreneurs’ optimism and new venture
performance: A social cognitive perspective. Academy of Management Journal, 52(3):
473–488.
Hmieleski, K. M. , & Ensley, M. D. 2007. A contextual examination of new venture
performance: Entrepreneur leadership behavior, top management team heterogeneity, and
environmental dynamism. Journal of Organizational Behavior, 28: 865–889.
Holmes Jr., R. M. , Hitt, M. A. , Perrewé, P. L. , Palmer, J. C. , & Molina-Sieiro, G. 2021.
Building cross-disciplinary bridges in leadership: Integrating top executive personality and
leadership theory and research. Leadership Quarterly, 32(1).
https://doi.org/10.1016/j.leaqua.2020.101490.
Jansen, J. J. P. , George, G. , Van den Bosch, F. A. J. , & Volberda, H. W. 2008. Senior team
attributes and organizational ambidexterity: The moderating role of transformational
leadership. Journal of Management Studies, 45(5): 982–1007.
Jeong, S. H. , & Harrison, D. A. 2017. Glass breaking, strategy making, and value creating:
Meta-analytic outcomes of women as CEOs and TMT members. Academy of Management
Journal, 60(4): 1219–1252.
Kellermanns, F. W. , & Floyd, S. 2005. Strategic consensus and constructive confrontation:
Unifying forces in the resource accumulation process. In Floyd S. , Ross J. , Jacobs C. , &
Kellermanns F. W. (Eds.), Innovating Strategy Process: 149–162. Oxford: Blackwell
Publishing.
Kim, B. , Burns, M. L. , & Prescott, J. E. 2009. The strategic role of the board: The impact of
board structure on top management team strategic action capability. Corporate Governance:
An International Review, 17(6): 728–743.
Kisfalvi, V. , & Pitcher, P. 2003. Doing what feels right: The influence of CEO character and
emotions on top management team dynamics. Journal of Management Inquiry, 12(1): 42–66.
Klimoski, R. J. , & Koles, K. L. K. 2001. The chief executive officer and top management team
interface. In Zaccaro S. J. , & Klimoski R. J. (Eds.), The Nature of Organizational Leadership:
219–269. San Francisco, CA: Jossey-Bass.
Krotov, V. 2015. Bridging the CIO-CEO gap: It takes two to tango. Business Horizons , 58(3):
275–283.
Lawrence, B. S. 1997. Perspective—the black box of organizational demography.
Organization Science, 8(1): 1–22.
Leonardi, P. M. 2021. COVID-19 and the new technologies of organizing: Digital exhaust,
digital footprints, and artificial intelligence in the wake of remote work. Journal of
Management Studies. https://doi.org/10.1111/joms.12648.
Li, D. , Wei, L. Q. , Cao, Q. , & Chen, D. Q. 2021. Informal institutions, entrepreneurs’ political
participation and venture internationalization. Journal of International Business Studies .
https://doi.org/10.1057/s41267-021-00402-9.
Li, J. , & Tang, Y. 2013. The social influence of executive hubris. Management International
Review, 53(1): 83–107.
Li, M. , & Jones, C. D. 2019. The effects of TMT faultlines and CEO-TMT power disparity on
competitive behavior and firm performance. Group & Organization Management , 44(5),
874–914.
Lin, H. C. , & Rababah, N. 2014. CEO—TMT exchange, TMT personality composition, and
decision quality: The mediating role of TMT psychological empowerment. The Leadership
Quarterly, 25(5): 943–957.
Ling, Y. , Hammond, M. , & Wei, L. 2022. Ethical leadership and ambidexterity in young firms:
examining the CEO-TMT Interface. International Entrepreneurship and Management Journal.
https://doi.org/10.1007/s11365-020-00695-6.
Ling, Y. , Simsek, Z. , Lubatkin, M. H. , & Veiga, J. F. 2008. Transformational leadership's
role in promoting corporate entrepreneurship: examining the CEO-TMT interface. Academy of
Management Journal, 51(3): 557–576.
Ling, Y. , Wei, L. Q. , Klimoski, R. J. , & Wu, L. Z. 2015. Benefiting from CEO's empowerment
of TMTs: Does CEO-TMT dissimilarity matter? The Leadership Quarterly, 26(6): 1066–1079.
Lubatkin, M. H. , Simsek, Z. , Ling, Y. , & Veiga, J. F. 2006. Ambidexterity and performance in
small-to medium-Sized firms: the pivotal role of top management team behavioral integration.
Journal of Management, 32(5): 646–672.
Lyon, D. W. , & Ferrier, W. J. 2002. Enhancing performance with product-market innovation:
The influence of the top management team. Journal of Managerial Issues, 14(4): 452–469.
Malhotra, S. , Reus, T. H. , Zhu, P. C. , & Roelofsen, E. M. 2018. The acquisitive nature of
extraverted CEOs. Administrative Science Quarterly, 63(3): 370–408.
Mannor, M. J. , Wowak, A. J. , Bartkus, V. O. , & Gomez-Mejia, L. R. 2016. Heavy lies the
crown? How job anxiety affects top executive decision making in gain and loss contexts.
Strategic Management Journal, 37(9): 1968–1989.
Milliken, F. J. , & Martins, L. L. 1996. Searching for common threads: Understanding the
multiple effects of diversity in organizational groups. Academy of Management Review, 21(2):
402–433.
Nadkarni, S. , & Chen, J. 2014. Bridging yesterday, today, and tomorrow: CEO temporal
focus, environmental dynamism, and rate of new product introduction. Academy of
Management Journal, 57(6): 1810–1833.
Ou, A. Y. , Tsui, A. S. , Kinicki, A. J. , Waldman, D. A. , Xiao, Z. , & Song, L. J. 2014. Humble
chief executive officers’ connections to top management team integration and middle
managers’ responses. Administrative Science Quarterly, 59(1), 34–72.
Ou, A. Y. , Waldman, D. A. , & Peterson, S. J. 2018. Do humble CEOs matter? An
examination of CEO humility and firm outcomes. Journal of Management, 44(3): 1147–1173.
Peterson, R. S. , Smith, D. B. , Martorana, P. V. , & Owens, P. D. 2003. The impact of chief
executive officer personality on top management team dynamics: One mechanism by which
leadership affects organizational performance. Journal of Applied Psychology, 88(5):
795–808.
Priem. R. L. 1990. Top management team group factors, consensus, and firm performance.
Strategic Management Journal, 11(6): 469–478.
Quigley, T. J. , & Hambrick, D. C. 2012. When the former CEO stays on as board chair:
Effects on successor discretion, strategic change, and performance. Strategic Management
Journal, 33(7): 834–859.
Simon, M. , & Shrader, R.C. 2012. Entrepreneurial actions and optimistic overconfidence:
The role of motivated reasoning in new product introductions. Journal of Business Venturing,
27(3): 291–309.
Simsek, Z. , Heavey, C. , & Fox, B. C. 2018. Interfaces of strategic leaders: A conceptual
framework, review, and research agenda. Journal of Management, 44(1): 280–324.
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.
Smith, K. G. , Smith, K. A. , Olian, J. D. , Sims Jr., H. P. , O'Bannon, D. P. , Scully, J. A. 1994.
Top management team demography and process: the role of social integration and
communication. Administrative Science Quarterly, 39(3): 412–438.
Souitaris, V. , & Maestro, B. M. M. 2010. Polychronicity in top management teams: The
impact on strategic decision processes and performance of new technology ventures.
Strategic Management Journal, 31(6): 652–678.
Stoker, J. I. , Grutterink, H. , & Kolk, N. J. 2012. Do transformational CEOs always make the
difference? The role of TMT feedback seeking behavior. Leadership Quarterly, 23(3):
582–592.
Sun, P. Y. T. , & Anderson, M. H. 2012. The combined influence of top and middle
management leadership styles on absorptive capacity. Management Learning, 43(1): 25–51.
Tang, S. , Nadkarni, S. S. , Wei, L. Q. , & Zhang, S. X. 2021. Balancing the Yin and Yang:
TMT gender diversity, psychological safety and firm strategic orientation in Chinese High-tech
SMEs. Academy of Management Journal . https://doi.org/10.5465/amj.2019.0378.
Waldman, D. A. , Ramirez, G. G. , House, R. J. , & Puranam, P. 2001. Does leadership
matter? CEO leadership attributes and profitability under conditions of perceived
environmental uncertainty. Academy of Management Journal, 44(1): 134–143.
Waldman, D. E. , & Yammarino, F. J. 1999. CEO charismatic leadership: Levels-of-
management and levels-of-analysis effects. Academy of Management Review, 24: 266–285.
Walter, J. , Kellermanns, F. W. , Floyd, S. W. , Veiga, J. F. , & Matherne, C. 2013. Strategic
alignment: A missing link in the relationship between strategic consensus and organizational
performance. Strategic Organization, 11(3): 304–328.
Wei, L. Q. , & Wu, L. 2013. What a diverse top management team means: Testing an
integrated model. Journal of Management Studies, 50(3): 389–412.
West III, G. P. , & Meyer, G. D. 1998. To agree or not to agree? Consensus and performance
in new ventures. Journal of Business Venturing, 13(5): 395–422.
Whitler, K. A. , Lee, B. , Krause, R. , & Morgan, N. A. 2021. Upper echelons research in
marketing. Journal of the Academy of Marketing Science, 49(1): 198–219.
Wiersema, M. F. , & Bantel, K. A. 1992. Top management team demography and corporate
strategic change. Academy of Management Journal, 35(1): 91–121.
Williams, K. Y. , & O'Reilly, C. A. 1998. Demography and diversity in organizations: A review
of 40 years of research. In Staw, B. M. , & Sutton, R. (Eds.), Research in Organizational
Behavior (Vol. 20: 70–140). Greenwich, CT: JAI Press.
Zaccaro, S. J. , & Klimoski, R. 2002. The interface of leadership and team processes. Group
& Organization Management, 27: 4–13.
Zhang, H. , Ou, A. Y. , Tsui, A. S. , & Wang, H. 2017. CEO humility, narcissism and firm
innovation: A paradox perspective on CEO traits. Leadership Quarterly, 28(5), 585–604.
Zhen, T. , Xuan, Y. , & Jing, Z. 2012. Trusting relationships of CTO-CEO and CTO's
participation in technology strategy: Based on empirical study of Chinese high-tech firms.
Chinese Management Studies, 6(1): 137–159.
Zhu, D. H. , & Chen G. 2015. CEO narcissism and the impact of prior board experience on
corporate strategy. Administrative Science Quarterly, 60(1): 31–65.

Creating Dynamic Capabilities for Agile Executive Selection and

Succession
Adner, R. , & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities.
Strategic Management Journal, 24(10), 1011–1025.
Allen, W. D. , Schepker, D. J. , & Chadwick, C. (2022). Firms’ responses to changes in
frictions in related human capital factor markets. Strategic Management Journal, 43,
1347–1373.
American Psychological Association (APA) . (2020). APA guidelines for psychological
assessment and evaluation. www.apa.org/about/policy/guidelines-psychological-assessment-
evaluation.pdf
Audia, P. G. , Locke, E. A. , & Smith, K. G. (2000). The paradox of success: An archival and
a laboratory study of strategic persistence following radical environmental change. Academy
of Management journal, 43(5), 837–853.
Barker, V. L. , Patterson Jr, P. W. , & Mueller, G. C. (2001). Organizational causes and
strategic consequences of the extent of top management team replacement during
turnaround attempts. Journal of Management Studies, 38(2), 235–270.
Barney, J. B. , & Wright, P. M. (1998). On becoming a strategic partner: The role of human
resources in gaining competitive advantage. Human Resource Management, 37, 3–46.
Bauer, T. N. , & Erdogan, B. (2014). Delineating and reviewing the role of newcomer capital
in organizational socialization. Annual Review of Organizational Psychology and
Organizational Behavior, 1, 439–457.
Bauer, T. N. , Erdogan, B. , Caughlin, D. , Ellis, A. M. , & Kurkoski, J. (2020). Jump-starting
the socialization experience: The longitudinal role of Day 1 newcomer resources on
adjustment. Journal of Management, 47(8), 2226–2261.
Benner, M. J. , & Tripsas, M. (2012). The influence of prior industry affiliation on framing in
nascent industries: The evolution of digital cameras. Strategic Management Journal, 33(3),
277–302.
Berns, K. V. , & Klarner, P. (2017). A review of the CEO succession literature and a future
research program. Academy of Management Perspectives, 31(2), 83–108.
Biddle, B. J. , & Thomas, E. J. (1966). Role theory: Concepts and research. Wiley.
Bidwell, M. (2011). Paying more to get less: The effects of external hiring versus internal
mobility. Administrative Science Quarterly, 56(3), 369–407.
Bidwell, M. , & Briscoe, F. (2010). The dynamics of interorganizational careers. Organization
Science, 21(5), 1034–1053.
Bidwell, M. , & Keller, J. R. (2014). Within or without? How firms combine internal and
external labor markets to fill jobs. Academy of Management Journal, 57(4), 1035–1055.
Biggerstaff, L. , Cicero, D. C. , & Puckett, A. (2015). Suspect CEOs, unethical culture, and
corporate misbehavior. Journal of Financial Economics, 117(1), 98–121.
Binning, J. F. , & Barrett, G. V. (1989). Validity of personnel decisions: A conceptual analysis
of the inferential and evidential bases. Journal of Applied Psychology, 74(3), 478.
Boivie, S. , Bednar, M. K. , Aguilera, R. V. , & Andrus, J. L. (2016). Are boards designed to
fail? The implausibility of effective board monitoring. Academy of Management Annals, 10(1),
319–407.
Brett, J. F. , & Atwater, L. E. (2001). 360° feedback: Accuracy, reactions, and perceptions of
usefulness. Journal of Applied Psychology, 86(5), 930–942.
Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and
organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial
and organizational psychology (pp. 687–732). Consulting Psychologists Press.
Cannella, S. F. B. , Hambrick, D. C. , Finkelstein, S. , & Cannella, A. A. (2009). Strategic
leadership: Theory and research on executives, top management teams, and boards. Oxford
University Press.
Cappelli, P. (2008). Talent on demand. Harvard Business School Publishing.
Cappelli, P. , & Keller, J. R. (2014). Talent management: Conceptual approaches and
practical challenges. Annual Review of Organizational Psychology and Organizational
Behavior, 1, 305–331.
Carpenter, M. A. , Geletkanycz, M. A. , & Sanders, W. G. (2004). Upper echelons research
revisited: Antecedents, elements, and consequences of top management team composition.
Journal of Management, 30(6), 749–778.
Castanias, R. P. , & Helfat, C. E. (2001). The managerial rents model: Theory and empirical
analysis. Journal of Management, 27(6), 661–678.
CEO Transitions 2019 . (2019). Spencer Stuart. www.spencerstuart.com/research-and-
insight/ceo-transitions-2019
Chen, G. , Ployhart, R. E. , Thomas, H. C. , Anderson, N. , & Bliese, P. D. (2011). The power
of momentum: A new model of dynamic relationships between job satisfaction change and
turnover intentions. Academy of Management Journal, 54(1), 159–181.
Cheng, J. Y. J. (2019, July). When to take the leap: The antecedents and consequences of
leapfrog CEOs. Academy of Management Proceedings, 2019(1), 16175.
Christensen, C. M. , McDonald, R. , Altman, E. J. , & Palmer, J. E. (2018). Disruptive
innovation: An intellectual history and directions for future research. Journal of Management
Studies, 55, 1043–1078.
Ciampa, D. , & Dotlich, D. L. (2015). Transitions at the top: What organizations must do to
make sure new leaders succeed. John Wiley & Sons.
Cragun, O. R. , Nyberg, A. J. , & Wright, P. M. (2016). CEO succession: What we know and
where to go?. Journal of Organizational Effectiveness: People and Performance, 3(3),
222–264.
Day, D. V. , & Dragoni, L. (2015). Leadership development: An outcome-oriented review
based on time and levels of analyses. Annual Review of Organizational Psychology and
Organizational Behavior, 2, 133–156.
Day, D. V. , & Sin, H. P. (2011). Longitudinal tests of an integrative model of leader
development: Charting and understanding developmental trajectories. The Leadership
Quarterly, 22(3), 545–560.
DeOrtentiis, P. S. , Van Iddekinge, C. H. , Ployhart, R. E. , & Heetderks, T. D. (2018). Build or
buy? The individual and unit-level performance of internally versus externally selected
managers over time. Journal of Applied Psychology, 103(8), 916.
Dierdorff, E. C. , Rubin, R. S. , & Morgeson, F. P. (2009). The milieu of managerial work: An
integrative framework linking work context to role requirements. Journal of Applied
Psychology, 94(4), 972.
Dierickx, I. , & Cool, K. (1989). Asset stock accumulation and sustainability of competitive
advantage. Management Science, 35(12), 1504–1511.
Dow, J. (2013). Boards, CEO entrenchment, and the cost of capital. Journal of Financial
Economics, 110(3), 680–695.
Essman, S. M. , Schepker, D. J. , Nyberg, A. J. , & Ray, C. (2021). Signaling a successor? A
theoretical and empirical analysis of the executive compensation-chief executive officer
succession relationship. Strategic Management Journal, 42(1), 185–201.
Ferris, G. R. , & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of
Management, 18(1), 93–116.
Guion, R. M. (1965). Personnel testing. McGraw-Hill.
Gunz, S. , & Thorne, L. (2015). Introduction to the special issue on tone at the top. Journal of
Business Ethics, 126(1), 1–2.
Harris, D. , & Helfat, C. (1997). Specificity of CEO human capital and compensation.
Strategic Management Journal, 18(11), 895–920.
Hiller, N. J. , & Peterson, S. J. (2019). Assessment and development first require a deeper
understanding of unique categories of senior leaders: A focus on CEOs and C-level
executives. Industrial and Organizational Psychology, 12, 211–241.
Hollenbeck, J. R. , Beersma, B. , & Schouten, M. E. (2012). Beyond team types and
taxonomies: A dimensional scaling conceptualization for team description. Academy of
Management Review, 37(1), 82–106.
Ilgen, D. R. , & Hollenbeck, J. R. (1991). Job design and roles. Handbook of Industrial and
Organizational Psychology, 2, 165–207.
Jackson, S. E. , Joshi, A. , & Erhardt, N. L. (2003). Recent research on team and
organizational diversity: SWOT analysis and implications. Journal of Management, 29(6),
801–830.
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of
Management Review, 31(2), 386–408.
Joshi, A. , Hambrick, D. C. , & Kang, J. (2021). The generativity mindsets of chief executive
officers: A new perspective on succession outcomes. Academy of Management Review,
46(2), 385–405.
Karaevli, A. (2007). Performance consequences of new CEO ‘Outsiderness’: Moderating
effects of pre-and post-succession contexts. Strategic Management Journal, 28(7), 681–706.
Keller, S. (2017). Beyond the ruling class: Strategic elites in modern society. Routledge.
Kim, Y. , & Ployhart, R. E. (2014). The effects of staffing and training on firm productivity and
profit growth before, during, and after the Great Recession. Journal of Applied Psychology,
99(3), 361.
Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new
product development. Strategic Management Journal, 13(S1), 111–125.
Luciano, M. M. , Nahrgang, J. D. , & Shropshire, C. (2020). Strategic leadership systems:
Viewing top management teams and boards of directors from a multiteam systems
perspective. Academy of Management Review, 45(3), 675–701.
Marks, M. A. , Mathieu, J. E. , & Zaccaro, S. J. (2001). A temporally based framework and
taxonomy of team processes. Academy of Management Review, 26(3), 356–376.
Mathieu, J. E. , Maynard, M. T. , Taylor, S. R. , Gilson, L. L. , & Ruddy, T. M. (2007). An
examination of the effects of organizational district and team contexts on team processes and
performance: A meso-mediational model. Journal of Organizational Behavior, 28(7),
891–910.
McCormick, E. J. , Jeanneret, P. R. , & Mecham, R. C. (1969). The development and
background of the Position Analysis Questionnaire. Occupational Research Center.
McGinn, D. (2014, January 20). How an American Express executive drives growth. Harvard
Business Review. https://hbr.org/2014/01/how-an-american-express-executive-drives-growth
Nixon, R. D. , Hitt, M. A. , Lee, H. U. , & Jeong, E. (2004). Market reactions to
announcements of corporate downsizing actions and implementation strategies. Strategic
Management Journal, 25(11), 1121–1129.
Nyberg, A. J. , Cragun, O. R. , & Schepker, D. J. (2021). Chief executive officer succession
and board decision making: Review and suggestions for advancing industrial and
organizational psychology, human resources management, and organizational behavior
research. Annual Review of Organizational Psychology and Organizational Behavior, 8,
173–198.
Ployhart, R. E. , & Moliterno, T. P. (2011). Emergence of the human capital resource: A
multilevel model. Academy of Management Review, 36, 127–150.
Ployhart, R. E. , Nyberg, A. J. , Reilly, G. , & Maltrich, M. (2014). Human capital is dead; long
live human capital resources! Journal of Management, 40, 371–398.
Ployhart, R. E. , Schepker, D. J. , & McFarland, L. A. (2022). A review and theoretical
framework for understanding external team contexts. Journal of Applied Psychology, 107,
1052–1069.
Ployhart, R. E. , Schmitt, N. , & Tippins, N. T. (2017). Solving the Supreme Problem: 100
years of selection and recruitment at the Journal of Applied Psychology . Journal of Applied
Psychology, 102(3), 291.
Ployhart, R. E. , & Schneider, B. (2012). The social and organizational context of personnel
selection. In N. Schmitt (Ed.), The Oxford handbook of personnel assessment and selection
(pp. 48–67). Oxford University Press.
Ployhart, R. E. , & Vandenberg, R. J. (2010). Longitudinal research: The theory, design, and
analysis of change. Journal of Management, 36, 94–20.
Ployhart, R. E. , Weekley, J. A. , & Dalzell, J. (2018). Talent without borders: Global talent
acquisition for competitive advantage. Oxford University Press.
PWC . (2019). CEO turnover at record high; successors following long serving CEOs
struggling according to PwC's strategy & Global Study. PwC. www.pwc.com/gx/en/news-
room/press-releases/2019/ceo-turnover-record-high.html
Reynolds, D. H. , McCauley, C. D. , & Tsacoumis, S. (2018). A critical evaluation of the state
of assessment and development for senior leaders. Industrial and Organizational Psychology,
11(4), 630–652.
Schepker, D. J. , Kim, Y. , Patel, P. C. , Thatcher, S. M. , & Campion, M. C. (2017). CEO
succession, strategic change, and post-succession performance: A meta-analysis. The
Leadership Quarterly, 28(6), 701–720.
Schepker, D. J. , Nyberg, A. J. , Ulrich, M. D. , & Wright, P. M. (2018). Planning for future
leadership: Procedural rationality, formalized succession processes, and CEO influence in
CEO succession planning. Academy of Management Journal, 61(2), 523–552.
Schmitt, N. , Chan, D. , & Chan, E. (1998). Personnel selection: A theoretical approach.
Sage.
Society for Industrial and Organizational Psychology (SIOP) . (2018). Principles for the
validation and use of personnel selection procedures (5th ed.).
www.apa.org/ed/accreditation/about/policies/personnel-selection-procedures.pdf
Stewart, B. (2011, August 26). For seamless transitions, don't look to Hewlett. The New York
Times. www.nytimes.com/2011/08/27/business/for-seamless-transitions-at-the-top-dont-
consult-hewlett-packard.html
Stoddard, N. , & Wyckoff, C. (2008, December 12). The costs of CEO failure. Chief
Executive. https://chiefexecutive.net/the-costs-of-ceo-failure/
Struck, H. (2011, January 17). Steve Jobs’ sick leave could slow down Apple stock. Forbes.
www.forbes.com/sites/heatherstruck/2011/01/17/steve-jobs-sick-leave-could-slow-down-
apple-stock/
Teece, D. J. , Pisano, G. , & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7), 509–533.
Thorndike, R. L. (1949). Personnel selection; test and measurement techniques. Wiley.
Westphal, J. D. (1999). Collaboration in the boardroom: Behavioral and performance
consequences of CEO-board social ties. Academy of Management Journal, 42(1), 7–24.
Wood, R. E. (1986). Task complexity: Definition of the construct. Organizational Behavior and
Human Decision Processes, 37, 60–82.
Wowak, A. J. , Gomez-Mejia, L. R. , & Steinbach, A. L. (2017). Inducements and motives at
the top: A holistic perspective on the drivers of executive behavior. Academy of Management
Annals, 11(2), 669–702.
Wright, P. , Nyberg, A. , Schepker, D. J. , Cragon, O. , & Ulrich (2016b). Current practices in
CEO Succession: Results of the 2016 HR@Moore Survey of CHROs. Center for Executive
Succession.
Wright, P. , Nyberg, A. , Schepker, D. J. , & Ulrich, M. D. (2014). CEO assessment and
onboarding: Results of the 2014 HR@Moore survey of chief HR officers. Center for Executive
Succession.
Wright, P. , Nyberg, A. , Schepker, D. J. , & Ulrich, M. D. (2016a). Defining success in CEO
succession: A board perspective. Center for Executive Succession.
Wright, P. , Schepker, D. J. , Nyberg, A. J. , Call, M. L. , & Ulrich, M. D. (2015). C-suite
succession failures: Causes, effects, and prevention. Center for Executive Succession.
Wright, P. , Schepker, D. J. , Nyberg, A. J. , Carrig, K. , & Essman, S. (2019). Building the
executive leadership team: Results of the 2019 HR@Moore survey of chief HR officers.
Center for Executive Succession.
Wright, P. , Schepker, D. J. , Nyberg, A. , Cragun, O. R. , & Hymer, C. B. (2017). CFO and
CHRO Succession: Comparing and contrasting the roles: Results of the 2017 HR@ Moore
survey of chief HR officers. Center for Executive Succession.
Zajac, E. J. (1990). CEO selection, succession, compensation and firm performance: A
theoretical integration and empirical analysis. Strategic Management Jour nal, 11(3),
217–230.
Zorn, M. L. , Shropshire, C. , Martin, J. A. , Combs, J. G. , & Ketchen Jr, D. J. (2017). Home
alone: The effects of lone-insider boards on CEO pay, financial misconduct, and firm
performance. Strategic Management Journal, 38(13), 2623–2646.

Developing the Senior Leadership Team for Dynamic Capabilities

Adler, P. S. , & Kwon, S.-W. (2002). Social capital: Prospects for a new concept. Academy of
Management Review, 27, 17–40.
Ashby, R. W. (1956). An introduction to cybernetics. Methuen.
Ashford, S. J. (1986). Feedback-seeking in individual adaptation: A resource perspective.
Academy of Management Journal, 29, 465–486.
Baird, L. , & Griffin, D. (2006). Adaptability and responsiveness: The case for dynamic
learning. Organizational Dynamics, 35(4), 372–383.
Baird, L. , Holland, P. , & Deacon, S. (1999). Learning from action: Imbedding more learning
into the performance fast enough to make a difference. Organizational Dynamics, 27(4),
19–32.
Bennett, N. , & Lemoine, G. J. (2014). What VUCA really means for you. Harvard Business
Review, 92, 27.
Boisot, M. , & McKelvey, B. (2010). Integrating modernist and postmodernist perspectives on
organizations: A complexity science bridge. Academy of Management Review, 35, 415–433.
Borgatti, S. P. , Everett, M. G. , & Johnson, J. C. (2013). Analyzing social networks. SAGE.
Borgatti, S. P. , Mehra, A. , Brass, D. J. , & Labianca, G. (2009). Network analysis in the
social sciences. Science, 323, 892–895.
Burke, C. S. , Fiore, S. M. , & Salas, E. (2003). The role of shared cognition in enabling
shared leadership and team adaptability. In C. L. Pearce & J. A. Conger (Eds.), Shared
leadership: Reframing the hows and whys of leadership (pp. 103–122). SAGE.
Burke, C. S. , Stagl, K. C. , Salas, E. , Pierce, L. , & Kemdall, D. (2006). Understanding team
adaptation: A conceptual analysis and model. Journal of Applied Psychology, 91, 1189–1207.
Cannon-Bowers, J. A. , Salas, E. , & Converse, S. A. (1990). Cognitive psychology and team
training: Training of shared mental models of complex systems. Human Factors Society
Bulletin, 33, 1–4.
Carter, D. R. , DeChurch, L. A. , Braun, M. T. , & Contractor, N. S. (2015). Social network
approaches to leadership: An integrative conceptual review. Journal of Applied Psychology,
100, 597–622.
Center for Creative Leadership . (2019). Feedback that works: How to build and deliver your
message (2nd ed.). Author.
Clark, A. (2001). Mindware. Oxford University Press.
Coleman, J. S. (1988). Social capital in the creation of human capital. American Journal of
Sociology, 94 (Supplement: Organizations and Institutions: Sociological and Economic
Approaches to the Analysis of Social Structure), S95–S120.
Conger, J. A. , & Benjamin, B. (1999). Building leaders: How successful organizations build
the next generation. Jossey Bass.
Cooke, N. J. , Salas, E. , Cannon-Bowers, J. A. , & Stout, R. J. (2000). Measuring team
knowledge. Human Factors, 42, 151–175.
Cullen-Lester, K. L. , Maupin, C. K. , & Carter, D. R. (2017). Incorporating social networks
into leadership development: A conceptual model and evaluation of research and practice.
The Leadership Quarterly, 28, 130–152.
Dalio, R. (2017). Principles. Simon & Schuster.
Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly,
11, 581–613.
Day, D. V. (2007). Structuring the organization for leadership development. Monographs in
Leadership and Management, 4, 13–30.
Day, D. V. (2010). The difficulties of learning from experience and the need for deliberate
practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3,
41–44.
Day, D. V. , Bastardoz, N. , Bisbey, T. , Reyes, D. , & Salas, E. (2021). Unlocking human
potential through leadership training and development initiatives. Behavioral Science &
Policy, 7, 41–54.
Day, D. V. , & Dragoni, L. (2015). Leadership development: An outcome-oriented review
based on time and levels of analyses. Annual Review of Organizational Psychology and
Organizational Behavior, 2, 133–156.
Day, D. V. , Gronn, P. , & Salas, E. (2004). Leadership capacity in teams. The Leadership
Quarterly, 15, 857–880.
De Smet, A. , Rubenstein, K. , Schrah, G. , Vierow, M. , & Edmondson, A. (2021, 11
February). Psychological safety and the critical role of leadership development. McKinsey
Quarterly. www.mckinsey.com/business-functions/organization/our-insights/psychological-
safety-and-the-critical-role-of-leadership-development
Edmondson, A. (2019). The fearless organization: Creating psychological safety in the
workplace for learning, innovation, and growth. Wiley.
Edmondson, A. C. , & Lei, Z. (2014) Psychological safety: The history, renaissance, and
future of an interpersonal construct. Annual Review of Organizational Psychology and
Organizational Behavior, 1, 23–43.
Eigel, K. M. , & Kuhnert, K. W. (2005). Authentic development: Leadership development level
and executive effectiveness. In W. L. Gardner , B. J. Avolio , & F. Walumbwa (Eds.),
Authentic leadership theory and practice: Origins, effects, and development (pp. 357–385).
Emerald Group.
Felin, T. , & Powell, T. C. (2016) Designing organizations for dynamic capabilities. California
Management Review, 58, 78–96.
Fiore, S. M. , Rosen, M. A. , Smith-Jentsch, K. A. , Salas, E. , Letsky, M. , & Warner, N.
(2010). Toward an understanding of macrocognition in teams: Predicting processes in
complex collaborative contexts. Human Factors, 523, 203–224.
Fiore, S. M. , & Wiltshire, T. J. (2016). Technology as teammate: Examining the role of
external cognition in support of team cognitive processes [Hypothesis and Theory]. Frontiers
in Psychology, 7, 1531.
Fitzsimons, D. (2016, May 12). How shared leadership changes our relationships at work.
Harvard Business Review. https://hbr.org/2016/05/how-shared-leadership-changes-our-
relationships-at-work
Freeman, L. C. (1979). Centrality in social networks: Conceptual clarification. Social
Networks, 1, 215–239.
Hannah, S. T. , Lord, R. G. , & Pearce, C. L. (2011). Leadership and collective requisite
complexity. Organizational Psychology Review, 3, 215–238.
Heifetz, R. , Grashow, A. , & Linsky, M. (2009). The practice of adaptive leadership: Tools
and tactics for changing your organization and the world. Harvard Business Press.
Hinsz, V. B. , Tindale, R. S. , & Vollrath, D. A. (1997). The emerging conceptualization of
groups as information processors. Psychological Bulletin, 121, 43–64.
Hoffman, B. G. (2012). American icon. Crown Business.
Hutchins, E. (1995). Cognition in the wild. MIT Press.
Janis, I. L. (1982). Groupthink. Houghton Mifflin.
Kahneman, D. , Sibony, O. , & Sunstein, C. R. (2021). Noise: A flaw in human judgment.
Penguin Random House.
Katz, D. , & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). Wiley.
Katzenbach, J. R. (1997, November–December) The myth of the top management team.
Harvard Business Review, 75, 82–91.
Kegan, R. , & Lahey, L. L. (2016). An everyone culture: Becoming a deliberately
developmental organization. Harvard Business Review Press.
Kirkman, B. L. , Chen, G. , Farh, J.-L. , Chen, Z. X. , & Lowe, K. B. (2009). Individual power
distance orientation and follower reactions to transfromational leaders: A cross-level, cross-
cultural examination. Academy of Management Journal, 52, 744–764.
Kluger, A. N. , & DeNisi, A. (1996). The effects of feedback interventions on performance: A
historical review, a meta-analysis, and a preliminary feedback intervention theory.
Psychological Bulletin, 119, 254–284.
Kozlowski, S. W. J. , & Klein, K. J. (2000). A multilevel approach to theory and research in
organizations: Contextual, temporal, and emerging processes. In K. J. Klein & S. W. J.
Kozlowski (Eds.), Multilevel theory, research and methods in organizations: Foundations,
extensions, and new directions (pp. 3–90). Jossey-Bass.
Lahey, L. L. , Souvaine, E. , Kegan, R. , Goodman, R. , & Felix, S. (1988). A guide to the
subject-object interview: Its administration and interpretation. The Subject-Object Research
Group.
Larcker, D. F. , Miles, S. , Tayan, B. , & Gutman M. E. (2013). 2013 executive coaching
survey. Rock Center for Corporate Governance and the Miles Group.
London, M. , & Sessa, V. I. (2007). The development of group interaction patterns: How
groups become adaptive, generative, and transformative learners. Human Resource
Development Review, 6, 353–376.
Lord, R. G. , Hannah, S. T. , & Jennings, P. L. (2011). A framework for understanding
leadership and individual requisite complexity. Organizational Psychology Review, 1,
104–127.
McCauley, C. D. , Van Velsor, E. , & Ruderman, M. N. (2010). Introduction: Our view of
leadership development. In E. Van Velsor , C. D. McCauley , & M. N. Ruderman (Eds.), The
Center for Creative Leadership handbook of leadership development (3rd ed., pp. 1–26).
Jossey-Bass.
Pearce, C. L. , & Conger, J.A. (2003) Shared leadership: Reframing the hows and whys of
leadership. SAGE.
Pearce, C. L. , & Manz, C. C. (2014) The leadership disease . .. and its potential cures.
Business Horizons, 57, 215–224.
Pearce, C. L. , & Sims, H. P. Jr. (2002) Vertical versus shared leadership as predictors of
change management teams: An examination of aversive, directive, transactional,
transformational, and empowering leadership behaviors. Group Dynamics, 6, 172–197.
Ployhart, R. E. , & Vandenberg, R. J. (2010). Longitudinal research: The theory, design, and
analysis of change. Journal of Management, 36, 94–120.
Rigby, D. , Elk, S. , & Berez, S. (2020, May–June). The agile C-suite: A new approach to
leadership for the team at the top. Harvard Business Review, 98, 64–73.
Rittel, H. , & Weber, M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4,
155–169.
Rogers, C. R. , & Farson, R. E. (1957). Active listening. Industrial Relations Center, The
University of Chicago.
Salancik, G. R. , Calder, B. J. , Rowland, K. M. , Leblebici, H. , & Conway, M. (1975).
Leadership as an outcome of social structure and process. In J. G. Hunt & L. L. Larson
(Eds.), Leadership frontiers (pp. 81–101). Kent State University.
Sasovova, Z. , Mehra, A. , Borgatti, S. P. , & Schippers, M. C. (2010). Network churn: The
effects of self-monitoring personality on brokerage dynamics. Administrative Science
Quarterly, 55, 639–668.
Schoemaker, P. J. H. , Heaton, H. , & Teece, D. (2018) Innovation, dynamic capabilities, and
leadership. California Management Review, 61, 15–42.
Simons, T. , & Peterson, R. S. (2006, June). When to let them duke it out. Harvard Business
Review, 84, 23–24.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of
(sustainable) enterprise performance. Strategic Management Journal, 21, 1319–1350.
Teece, D. J. , Pisano, G. P. , & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18, 509–533.
Tesluk, P. E. , & Jacobs, R. R. (1998). Toward an integrated model of work experience.
Personnel Psychology, 51, 321–355.
Tröster, C. , Parker, A. , Van Knippenberg, D. , & Sahlmüller, B. (2019). The coevolution of
social networks and thoughts of quitting. Academy of Management Journal, 62, 22–43.
Uhl-Bien, M. , Marion, R. , & McKelvey, B. (2007). Complexity leadership theory: Shifting
leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18,
298–318.
Weick, K. E. (1979). The social psychology of organizing (2nd ed.). McGraw-Hill.
Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch
disaster. Administrative Science Quarterly, 38, 628–652.
Whyte, G. (1989). Groupthink reconsidered. Academy of Management Review, 14(1), 40–56.
Wuchty, S. , Jones, B. F. , & Uzzi, B. (2007). The increasing dominance of teams in the
production of knowledge. Science, 316, 1036–1038.

Executive Compensation
Abdulsalam, D. , Maltarich, M. A. , Nyberg, A. J. , Reilly, G. , & Martin, M. (2021).
Individualized pay-for-performance arrangements: Peer reactions and consequences.
Journal of Applied Psychology, 106(8), 1202.
Adler, P. S. , Goldoftas, B. , & Levine, D. I. (1999). Flexibility versus efficiency? A case study
of model changeovers in the Toyota production system. Organization Science, 10(1), 43–68.
Aggarwal, R. K. , & Samwick, A. A. (1999). Executive compensation, strategic competition,
and relative performance evaluation: Theory and evidence. The Journal of Finance, 54(6),
1999–2043.
Aime, F. , Hill, A. D. , & Ridge, J. W. (2020). Looking for respect? How prior TMT social
comparisons affect executives’ new TMT engagements. Strategic Management Journal,
41(12), 2185–2199.
Beersma, B. , Hollenbeck, J. R. , Conlon, D. E. , Humphrey, S. E. , Moon, H. , & Ilgen, D. R.
(2009). Cutthroat cooperation: The effects of team role decisions on adaptation to alternative
reward structures. Organizational Behavior and Human Decision Processes, 108(1),
131–142.
Berle, A. , & Means, G. (1932) The modern corporation and private property. Harcourt, Brace
and World.
Bidwell, M. (2011). Paying more to get less: The effects of external hiring versus internal
mobility. Administrative Science Quarterly, 56(3), 369–407.
Bliese, P. D. , Schepker, D. J. , Essman, S. M. , & Ployhart, R. E. (2020). Bridging
methodological divides between macro-and microresearch: Endogeneity and methods for
panel data. Journal of Management, 46(1), 70–99.
Brown, M. , Nyberg, A. J. , Weller, I. , & Strizver, S. D. (2022). Pay information disclosure:
Review and recommendations for research spanning the pay secrecy—pay transparency
continuum. Journal of Management, 48(6), 1661–1694.
Carpenter, M. A. , & Sanders, W. G. (2002). Top management team compensation: The
missing link between CEO pay and firm performance?. Strategic Management Journal, 23(4),
367–375.
Carpenter, M. A. , & Sanders, W. G. (2004). The effects of top management team pay and
firm internationalization on MNC performance. Journal of Management, 30(4), 509–528.
Certo, S. T. , Daily, C. M. , Cannella Jr, A. A. , & Dalton, D. R. (2003). Giving money to get
money: How CEO stock options and CEO equity enhance IPO valuations. Academy of
Management Journal, 46(5), 643–653.
Charan, R. , & Tichy, N. (1989). “Speed, simplicity, self confidence: an interview with Jack
Welch”. Harvard Business Review, 67(5), 112–120.
Collings, D. G. , McMackin, J. , Nyberg, A. J. , & Wright, P. M. (2021a). Strategic human
resource management and COVID-19: Emerging challenges and research opportunities.
Journal of Management Studies, 58(5), 1378–1382.
Collings, D. G. , Nyberg, A. J. , Wright, P. M. , & McMackin, J. (2021b). Leading through
paradox in a COVID-19 world: Human resources comes of age. Human Resource
Management Journal, 31(4), 819–833.
Connelly, B. L. , Tihanyi, L. , Crook, T. R. , & Gangloff, K. A. (2014). Tournament theory:
Thirty years of contests and competitions. Journal of Management, 40(1), 16–47.
Conyon, M. J. (2006). Executive compensation and incentives. Academy of Management
Perspectives, 20(1), 25–44.
Conyon, M. J. , & Peck, S. I. (1998). Board control, remuneration committees, and top
management compensation. Academy of Management Journal, 41(2), 146–157.
Conyon, M. J. , Peck, S. I. , & Sadler, G. V. (2001). Corporate tournaments and executive
compensation: Evidence from the UK. Strategic Management Journal, 22(8), 805–815.
Core, J. E. , Guay, W. R. , & Thomas, R. S. (2005). Is US CEO compensation inefficient pay
without performance? Michigan Law Review, 103(6), 1142–1185.
Cyert, R. M. , & March, J. G. (1963). A behavioral theory of the firm. Prentice Hall.
Daily, C. M. , Johnson, J. L. , Ellstrand, A. E. , & Dalton, D. R. (1998). Compensation
committee composition as a determinant of CEO compensation. Academy of Management
Journal, 41(2), 209–220.
Dalton, D. R. , Hitt, M. A. , Certo, S. T. , & Dalton, C. M. (2007). The fundamental agency
problem and its mitigation. Academy of Management Annals, 1(1), 1–64.
Devers, C. E. , Cannella Jr, A. A. , Reilly, G. P. , & Yoder, M. E. (2007). Executive
compensation: A multidisciplinary review of recent developments. Journal of Management,
33(6), 1016–1072.
Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of
Management Review, 14(1), 57–74.
Eriksson, T. (1999). Executive compensation and tournament theory: Empirical tests on
Danish data. Journal of Labor Economics, 17(2), 262–280.
Essman, S. M. , Schepker, D. J. , Nyberg, A. J. , & Ray, C. (2021). Signaling a successor? A
theoretical and empirical analysis of the executive compensation-chief executive officer
succession relationship. Strategic Management Journal, 42(1), 185–201.
Fama, E. F. , & Jensen, M. C. (1983). Separation of ownership and control. The Journal of
Law and Economics, 26(2), 301–325.
Finkelstein, S. (1992). Power in top management teams: Dimensions, measurement, and
validation. Academy of Management Journal, 35(3), 505–538.
Finkelstein, S. , Hambrick, D. C. , & Cannella, A. A. (2009). Strategic leadership: Theory and
research on executives, top management teams, and boards. Strategic Management.
Flammer, C. , Hong, B. , & Minor, D. (2019). Corporate governance and the rise of integrating
corporate social responsibility criteria in executive compensation: Effectiveness and
implications for firm outcomes. Strategic Management Journal, 40(7), 1097–1122.
Gerhart, B. A. , & Feng, J. (2021). The resource-based view of the firm, human resources,
and human capital: Progress and prospects. Journal of Management, 47(7), 1796–1819.
Gerhart, B. A. , & Newman, J. M. (2020). Compensation. McGraw-Hill Education.
Gerhart, B. A. , & Rynes, S. L. (2003). Compensation: Theory, evidence, and strategic
implications. Sage.
Gerhart, B. A. , Rynes, S. L. , & Fulmer, I. S. (2009). Pay and performance: individuals,
groups, and executives. Academy of Management Annals, 3(1), 251–315.
Gerhart, B. A. , & Trevor, C. O. (1996). Employment variability under different managerial
compensation systems. Academy of Management Journal, 39(6), 1692–1712.
Gillan, S. L. , Koch, A. , & Starks, L. T. (2021). Firms and social responsibility: A review of
ESG and CSR research in corporate finance. Journal of Corporate Finance, 66, 101889.
Gomez-Mejia, L. , & Wiseman, R. M. (1997). Reframing executive compensation: An
assessment and outlook. Journal of Management, 23(3), 291–374.
Hall, B. J. , & Liebman, J. B. (1998). Are CEOs really paid like bureaucrats?. The Quarterly
Journal of Economics, 113(3), 653–691.
Henderson, A. D. , & Fredrickson, J. W. (2001). Top management team coordination needs
and the CEO pay gap: A competitive test of economic and behavioral views. Academy of
Management Journal, 44(1), 96–117.
Hitt, M. A. , Keats, B. W. , & DeMarie, S. M. (1998). Navigating in the new competitive
landscape: Building strategic flexibility and competitive advantage in the 21st century.
Academy of Management Perspectives, 12(4), 22–42.
Jensen, M. C. , & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency
costs and ownership structure. Journal of Financial Economics, 3(4), 305–360.
Jensen, M. C. , & Murphy, K. J. (1990). Performance pay and top-management incentives.
Journal of Political Economy, 98(2), 225–264.
Judge, W. Q. , & Miller, A. (1991). Antecedents and outcomes of decision speed in different
environmental context. Academy of Management Journal, 34(2), 449–463.
Kolev, K. D. , Wangrow, D. B. , Barker III, V. L. , & Schepker, D. J. (2019). Board committees
in corporate governance: a cross-disciplinary review and agenda for the future. Journal of
Management Studies, 56(6), 1138–1193.
Krause, R. , Roh, J. , & Whitler, K. A. (2022). The top management team: Conceptualization,
operationalization, and a roadmap for scholarship. Journal of Management, 48(6),
1548–1601.
Lazear, E. P. , & Rosen, S. (1981). Rank-order tournaments as optimum labor contracts.
Journal of Political Economy, 89(5), 841–864.
Lewin, D. , & Teece, D. J. (2019). Human resource management strategy and practice: From
individual motivation to dynamic capabilities. In Handbook of research on strategic human
capital resources. Edward Elgar Publishing.
Maltarich, M. A. , Nyberg, A. J. , Reilly, G. , Abdulsalam, D. D. , & Martin, M. (2017). Pay-for-
performance, sometimes: An interdisciplinary approach to integrating economic rationality
with psychological emotion to predict individual performance. Academy of Management
Journal, 60(6), 2155–2174.
Messersmith, J. G. , Guthrie, J. P. , Ji, Y. Y. , & Lee, J. Y. (2011). Executive turnover: The
influence of dispersion and other pay system characteristics. Journal of Applied Psychology,
96(3), 457.
Milgrom, P. , & Robert, J. (1992). Economics, organization and management. Prentice Hall.
Milkovich, G. , & Milkovich, C. (1992). Strengthening the pay-performance relationship: The
research. Compensation & Benefits Review, 24(6), 53–62.
Murphy, K. J. (1999). Executive compensation. Handbook of Labor Economics, 3,
2485–2563.
Nyberg, A. J. , Fulmer, I. S. , Gerhart, B. , & Carpenter, M. A. (2010). Agency theory revisited:
CEO return and shareholder interest alignment. Academy of Management Journal, 53(5),
1029–1049.
Nyberg, A. J. , Maltarich, M. A. , Abdulsalam, D. D. , Essman, S. M. , & Cragun, O. (2018).
Collective pay for performance: A cross-disciplinary review and meta-analysis. Journal of
Management, 44(6), 2433–2472.
Nyberg, A. J. , Pieper, J. R. , & Trevor, C. O. (2016). Pay-for-performance's effect on future
employee performance: Integrating psychological and economic principles toward a
contingency perspective. Journal of Management, 42(7), 1753–1783.
Nyberg, A. J. , Ployhart, R. E. , & Moliterno, T. P. (2019). Human capital resources: A
convergence of questions but divergence of answers. In Handbook of research on strategic
human capital resources. Edward Elgar Publishing.
Nyberg, A. J. , & Reilly, G. (2019). A pay system model for turning human capital resources
into action. In Handbook of research on strategic human capital resources. Edward Elgar
Publishing.
Nyberg, A. J. , Shaw, J. D. , & Zhu, J. (2021). The people still make the (remote work-) place:
lessons from a pandemic. Journal of Management, 47(8), 1967–1976.
Obloj, T. , & Zenger, T. (2019). (Unavoidable) dynamics in incentive design. In Handbook of
Research on Strategic Human Capital Resources. Edward Elgar Publishing.
Park, S. , & Sturman, M. C. (2022). When perception is reality, there is more than one reality:
The formation and effects of pay-for-performance perceptions. Personnel Psychology, 75(3),
529–555.
Ployhart, R. E. , Schepker, D. J. , & McFarland, L. A. (2022). A review and theoretical
framework for understanding external team contexts. Journal of Applied Psychology, 107(7),
1052–1069.
Pollock, T. G. , Fischer, H. M. , & Wade, J. B. (2002). The role of power and politics in the
repricing of executive options. Academy of Management Journal, 45(6), 1172–1182.
Ridge, J. W. , Aime, F. , & White, M. A. (2015). When much more of a difference makes a
difference: Social comparison and tournaments in the CEO's top team. Strategic
Management Journal, 36(4), 618–636.
Ridge, J. W. , Hill, A. D. , & Aime, F. (2017). Implications of multiple concurrent pay
comparisons for top-team turnover. Journal of Management, 43(3), 671–690.
Schepker, D. J. , Nyberg, A. J. , Ulrich, M. D. , & Wright, P. M. (2018). Planning for future
leadership: Procedural rationality, formalized succession processes, and CEO influence in
CEO succession planning. Academy of Management Journal, 61(2), 523–552.
Smith, A. (2021, July 12). More companies use DE&I as executive compensation metric.
SHRM. www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/dei-
as-executive-compensation-metric.aspx [https://perma.cc/LB99-S49X]
Teece, D. J. (2014). A dynamic capabilities-based entrepreneurial theory of the multinational
enterprise. Journal of International Business Studies, 45(1), 8–37.
Tharp, C. G. (1985). Linking annual incentive awards to individual performance.
Compensation Review, 17(5), 38–43.
Trevor, C. O. , Reilly, G. , & Gerhart, B. (2012). Reconsidering pay dispersion's effect on the
performance of interdependent work: Reconciling sorting and pay inequality. Academy of
Management Journal, 55(3), 585–610.
Wowak, A. J. , Gomez-Mejia, L. R. , & Steinbach, A. L. (2017). Inducements and motives at
the top: A holistic perspective on the drivers of executive behavior. Academy of Management
Annals, 11(2), 669–702.
Agility, Strategies, Dynamic Capabilities, Stakeholders, and Strategic
Leadership in the New Normal Environment
Ahlstrom, D. Arregle, J.-L. Hitt. M. A. , Qian, G. , Ma, X. , & Faems, D. (2020). Managing
technological, sociopolitical, and institutional change in the new normal. Journal of
Management Studies, 57. https://doi.org/10.1111/joms.12569.
Amel-Zadeh, A. , & Serafeim, G. (2018). Why and how investors use ESG information:
Evidence from a global survey. Financial Analysts Journal, 74(3): 87–103.
Antonakis, J. , Bendahan, S. , Jacquart, P. , & Lalive, R. (2010). On making causal claims: A
review and recommendation. Leadership Quarterly, 21: 1086–1120.
Barney, J. B. (2018). Why resource-based theory's model of profit appropriation must
incorporate a stakeholder perspective. Strategic Management Journal, 39: 3305–3325.
Barney, J. B. , & Mackey, A. (2021). What would the strategic management field look like if it
took stakeholder theory seriously? In Duhaime, I. M. Hitt, M. A. , & Lyles, M. A. (Eds.),
Strategic management: State of the field and its future. Oxford: Oxford University Press,
663–678.
Barrick, M. R. , Thurgood, G. R. , Smith, T. A. , & Courtright, S. W. (2015). Collective
organizational engagement linking motivational antecedents, strategic implementation and
firm performance. Academy of Management Journal, 58: 111–135.
Bebchuk, L. A. , & Tallarita, R. (2021, August 18). “Stakeholder” talk proves empty again.
Wall Street Journal: A17. Retrieved from www.wsj.com/articles/stakeholder-capital-ism-esg-
business-roundtable-diversity-and-inclusion-green-washing-11629313759 (retrieved
November 2, 2022).
Belo, F. , Gala, V. , Salomao, J. , & Vitorino, M. A. (2021). Decomposing firm value. Journal
of Financial Economics , 143: 619–639.
Bhandari, A. , & McGrattan, E. R. (2021). Sweat equity in U.S. private business. Quarterly
Journal of Economics, 136(2): 727–781.
Blair, M. M. , & Stout, L. A. (1999). A team production theory of corporate law. Virginia Law
Review, 85: 247–328.
Bliese, P. D. , Schepker, D. J. , Essman, S. M. , & Ployhart, R. E. (2020). Bridging
methodological divides between macro- and microresearch: Endogeneity and methods for
panel data. Journal of Management, 46: 70–99.
Boyd, B. K. , Gove, S. , & Hitt, M. A. (2005). Construct measurement in strategic
management research: Illusion or reality? Strategic Management Journal, 26: 239–257.
Brock, D. , & Hitt, M. A. (2022). Making sense of dynamic capabilities in international firms:
Review, synthesis, and future directions. Paper presented at the Academy of Management,
Seattle, WA.
Bryson, J. M. , & Bromiley, P. (1993). Critical factors affecting the planning and
implementation of major projects. Strategic Management Journal, 14(5): 319–337.
Busenbark, J. R. , Yoon, H. , Gamache, D. L. , & Withers, M. C. (2022). Omitted variable
bias: Examining management research with the impact threshold of a confounding variable
(ITCV). Journal of Management, 48: 17–48.
Business Roundtable . (2019, August 19). Statement on the purpose of a corporation.
Retrieved from https://opportunity.businessroundtable.org/ourcommitment (retrieved
November 2, 2022).
Chen, V. Z. , Durand, D. , Sauerwald, S. Hitt, M. A., & van Essen, M. (2024). Multi-
stakeholder agency: Stakeholder benefit alignment and national institutional contexts, Journal
of Management, 49: 839–865.
Collis, D. J. (1994). How valuable are organizational capabilities? Strategic Management
Journal, 15: 143–152. https://doi.org/10.1002/smj.4250150910.
Crook, T. R. , Todd, S. Y. , Combs, J. G. , Woehr, D. J. , & Ketchen, D. J. (2011). Does
human capital matter? A meta-analysis of the relationship between human capital and firm
performance. Journal of Applied Psychology, 96: 443–456.
Day, D. V. , Conger, J. A. , & Dannhäuser, L. (2024). Developing the senior leadership team
for dynamic capabilities. In Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.), Senior
leadership teams and the agile organization. London, UK: Routledge—Taylor & Francis
Group.
Eggers, J. P. , & Kaplan, S. (2013). Cognition and capabilities: A multi-level perspective.
Academy of Management Annals, 7(1): 295–340.
Eisenhardt, K. M. (2021). Strategy in nascent markets as entrepreneurial settings. In
Duhaime, I. M. , Hitt, M. A. , & Lyles, M. A. (Eds.), Strategic management: State of the field
and its future. Oxford: Oxford University Press, 169–186.
Eisenhardt, K. M. , & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic
Management Journal, 21: 1105–1121.
Essman, S. M. , & Nyberg, A. J. (2024). Executive compensation: How organizations use pay
mix to maximize top management team effectiveness and agility. In Zaccaro, S. J. , Hiller, N.
J. , & Klimoski, R. J. (Eds.), Senior leadership teams and the agile organization. London, UK:
Routledge—Taylor & Francis Group.
Ewens, M. , Peters, R. H. , & Wang, S. (2019). Acquisition prices and the measurement of
intangible capital. National Bureau of Economic Research Working Paper No. w25960,
Cambridge, Massachusetts. Available at SSRN: https://ssrn.com/abstract=3406478.
E&Y (2020). Beyond COVID-19: Will you define the new normal or watch it unfold? Ernst &
Young Quarterly. Retrieved from www.ey.com/en_us/covid-19/will-you-define-the-new-
normal-or-watch-it-unfold (retrieved January 21, 2021).
Felin, T. , Foss, N. J. , & Ployhart, R. E. (2015). The microfoundations movement in strategy
and organization theory. Academy of Management Annals, 9: 575–632.
Finkelstein, S. , Hambrick, D. C. , & Cannella, A. (2009). Strategic leadership: Theory and
research on executives, top management teams, and boards. New York: Oxford University
Press.
Foss, N. (2021). Microfoundations in strategy: Content, current status and future prospects.
In Duhaime, I. M. Hitt, M. A. , & Lyles, M. A. (Eds.), Strategic Management: State of the field
and its future. Oxford: Oxford University Press, 559–578.
Govindarajan, V. (1989). Implementing competitive strategies at the business unit level:
Implications of matching managers to strategies. Strategic Management Journal, 10(3):
251–269.
Greer, C. R. , Lusch, R. F. , & Hitt, M. A. (2017). A service perspective for human capital
resources: A critical base for strategy implementation. Academy of Management
Perspectives, 31(2): 137–158.
Hambrick, D. C. , & Cannella, A. A. (1989). Strategy implementation as substance and
selling. The Academy of Management Executive, 3(4): 278–285.
Hambrick, D. C. , & Mason, P. A. (1984). Upper echelons: The organization as a reflection of
its top managers. Academy of Management Review, 9, 193–206.
Harrison, D. A. , & Klein, K. J. (2007). What's the difference? Diversity constructs as
separation, variety, or disparity in organizations. Academy of Management Review, 32(4):
1199–1228.
Heavey, C. , & Simsek, Z. (2024). Dynamic capabilities and the nature of organizational
agility: Towards managerial theory. In Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.),
Senior leadership teams and the agile organization. London, UK: Routledge—Taylor &
Francis Group.
Helfat, C. E. , & Martin, J. A. (2015). Dynamic managerial capabilities: Review and
assessment of managerial impact on strategic change. Journal of Management, 41(5):
1281–1312.
Helfat, C. E. , & Peteraf, M. A. (2015). Managerial cognitive capabilities and the micro-
foundations of dynamic capabilities. Strategic Management Journal, 36(6): 831–850.
Hiller, N. J. , & Ozgen. S. (2024). Organizational agility and organizational effectiveness. In
Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.), Senior leadership teams and the agile
organization. London, UK: Routledge—Taylor & Francis Group.
Hitt, M. A. , Arregle, J.-L. , & Holmes, R. M. (2021). Strategic management theory in a post-
pandemic and non-ergodic world. Journal of Management Studies, 58(1): 259–264.
Hitt, M. A. , Beamish, P. W. , Jackson, S. E. , & Mathieu, J. E. (2007). Building theoretical and
empirical bridges across levels: Multilevel research in management. Academy of
Management Journal, 50: 1385–1399.
Hitt, M. A. , Bierman, L. , Shimizu, K. , & Kochhar, R. (2001). Direct and moderating effects of
human capital on strategy and performance in professional service firms: A resource-based
perspective. Academy of Management Journal, 44(1): 13–28.
Hitt, M. A. , Holmes, R. M. , & Arregle, J.-L. (2021). The (Covid-19) pandemic and the new
world (dis)order. Journal of World Business, 56(4): 101210.
Hitt, M. A. , Hoskisson, R. E. , & Kim, H. (1997). International diversification: Effects on
innovation and firm performance in product-diversified firms. Academy of Management
Journal, 40: 767–798.
Hitt, M. A. , & Ireland, D. (2002). The essence of strategic leadership: Managing human and
social capital. Journal of Leadership & Organizational Studies, 9(1): 3–14.
Hitt, M. A. , Li, H. , & Worthington, W. J. (2005). Emerging markets as learning laboratories:
Learning behaviors of local firms and foreign entrants in different institutional contexts.
Management and Organization Review, 1: 353–380.
Hitt, M. A. , Lim, S. , Sirmon, D. G. , & Xu, K. (2019). The catalytic effect of capabilities
derived from acquisitions: A configurational extension to resource orchestration theory. Paper
presented at the Strategic Management Society, Minneapolis, MN.
Hitt, M. A. , Sirmon, D. G. , Li, Y. , Ghobadian, A. , Arregle, J.-L. , & Xu, K. (2021).
Institutions, industries, and entrepreneurial versus advantage-based strategies: How
complex, nested environments affect strategic choice. Journal of Management &
Governance, 25: 147–188.
Hitt, M. A. , & Tyler, B. B. (1991). Strategic decision models: Integrating different
perspectives. Strategic Management Journal, 12: 327–351.
Hochwarter, W. A. (2022). Helping society deal with the PTSD pandemic: How scholars and
leaders can help make sense in a world where little exists. Keynote delivered a 10th Kearney,
Shemla, van Knippenberg, & Scholz, 2019. Asian Management Research and Case
Conference (October 4).
Holmes, R. M. , Hitt, M. A. , Perrewe, P. L. , Palmer, J. C. , & Molina-Sieira, G. (2021).
Building cross-level bridges in leadership: Integrating top executive personality and
leadership theory and research. The Leadership Quarterly, 32: 101490.
Holmes, R. M. , Waldman, D. A. , Siegel, D. S. , & Pepe, J. A. (2022). Declining trust in
capitalism: Managerial, research, and public policy implications. Academy of Management
Perspectives, 36: 984–1006.
Hoskisson, R. E. , & Hitt, M. A. (1990). Antecedents and performance outcomes of
diversification: A review and critique of theoretical perspectives. Journal of Management, 16:
461–509.
Hoskisson, R. E. , Hitt, M. A. , Johnson, R. A. , & Grossman, W. (2002). Conflicting voices:
The effects of institutional ownership heterogeneity and internal governance on corporate
innovation strategies. Academy of Management Journal, 45: 697–716.
Hrebiniak, L. G. (2006). Obstacles to effective strategy implementation. Organizational
Dynamics, 35(1): 12–31. https://doi.org/10.1016/j.orgdyn.2005.12.001
Huy, Q. N. (2011). How middle managers’ group-focus emotions and social identities
influence strategy implementation. Strategic Management Journal, 32(13): 1387–1410.
Huy, Q. N. , Corley, K. G. , & Kraatz, M. S. (2014). From support to mutiny: Shifting
legitimacy judgments and emotional reactions impacting the implementation of radical
change. Academy of Management Journal, 57(6): 1650–1680.
Jones, G. R. , & Hill, C. W. L. (1988). Transaction cost analysis of strategy-structure choice.
Strategic Management Journal, 9: 153–172.
Jones, T. M. , Harrison, J. S. , & Felps, W. 2018. How applying instrumental stakeholder
theory can provide sustainable competitive advantage. Academy of Management Review, 43:
371–391.
Kearney, E. , Shemla, M. , van Knippenberg, D. , & Scholz, F. (2019). A paradox perspective
on the interactive effects of visionary and empowering leadership. Organizational Behavior
and Human Decision Processes, 155: 20–30.
King, A. A. , & Pucker, K. P. (2021). The dangerous allure of win-win strategies. Stanford
Social Innovation Review, 19: 35–39.
Klein, P. G. , Mahoney, J. T. , McGahan, A. M. , & Pitelis, C. N. (2019). Organizational
governance: Who is in, who is out, and who gets what. Academy of Management Review, 44:
6–27.
Knight, D. , Pearce, C. L. , Smith, K. G. , Olian, J. D. , Sims, H. P. , Smith, K. A. , & Flood, P.
(1999). Top management team diversity, group process, and strategic consensus. Strategic
Management Journal, 20: 445–465.
Krause, R. , & Miller, T. (2020). From strategic leaders to societal leader: On the expanding
social role of executives and boards. Journal of Management, 46: 1315–1321.
Lane, S. , & Clewes, D. (2000). The implementation of marketing planning: a case study in
gaining commitment at 3M (UK) Abrasives. Journal of Strategic Marketing, 8(3): 225–239.
Lin, H. C. , & Rababah, N. (2014). CEO-TMT exchange, TMT personality composition, and
decision quality: The mediating role of TMT psychological empowerment. The Leadership
Quarterly, 25: 943–957.
Ling, Y & Wei, L. (2024). Senior leadership team composition, CEO/TMT interfaces, and the
potential for dynamic capabilities. In Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.),
Senior leadership teams and the agile organization. London, UK: Routledge—Taylor &
Francis Group.
Lu, J. W. , & Beamish, P. W. (2004). International diversification and firm performance: The
S-curve hypothesis. Academy of Management Journal, 47: 598–609.
Margolis, J. D. , & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives
by business. Administrative Science Quarterly, 48: 268–305.
Marquis, C. , & Lee, M. (2013). Who is governing whom? Executives, governance, and the
structure of generosity in large U. S. firms. Strategic Management Journal, 34: 483–497.
McGahan, A. M. (2020). Where does an organization's responsibility end? Identifying the
boundaries on stakeholder claims. Academy of Management Discoveries, 6: 8–11.
Miller, C. C. , Burke, L. M. , & Glick, W. H. (1998). Cognitive diversity among upper-echelon
executives: Implications for strategic decision processes. Strategic Management Journal, 19:
39–58.
Miller, T. , & Triana, M. D. (2009). Demographic diversity in the boardroom: Mediators of the
board diversity-firm performance relationship. Journal of Management Studies, 46: 755–786.
Milliken, F. J. (1987). Three types of perceived uncertainty about the environment: state,
effect, and response uncertainty. Academy of Management Review, 12: 133–143.
Miron-Spektor, E. , Ingram, A. , Keller, J. , Smith, W. , & Lewis, M. W. (2018).
Microfoundations of organizational paradox: The problem is how we think about the problem.
Academy of Management Journal, 61: 26–45.
Mistry, S. Kirkman, B. L. , Hitt, M. A. , & Barrick, M. R. (2024). Take it from the Top: How
intensity of TMT joint problem solving and levels of interdependence influence quality of
strategy implementation coordination and firm performance. Journal of Management Studies,
60: 400–423.
Mistry, S. , Kirkman, B. L. , Moore, O. A. , Hanna, A. A. , & Rapp, T. L. (2022). Too many
teams? Examining the impact of multiple team memberships and permanent team
identification on employees’ identity strain, cognitive depletion, and turnover. Personnel
Psychology. http://doi.org/10.1111/peps.12515.
Montano, D. , Reeske, A. , Franke, F. , & Hüffmeier, J. (2017). Leadership, followers’ mental
health and job performance in organizations: A comprehensive meta-analysis from an
occupational health perspective. Journal of Organizational Behavior, 38: 327–350.
Morris, M. , Schindehutte, M. , & Allen, J. (2005). The entrepreneur's business model:
Toward a unified perspective. Journal of Business Research, 58: 726–735.
Murray, A. , Rhymer, J. , & Sirmon, D. G. (2021). Humans and technology: Forms of
conjoined agency in organizations. Academy of Management Review, 46: 552–571.
Ndofor, H. A. , Sirmon, D. G. , & He, X. (2015). Utilizing the firm's resources: How TMT
heterogeneity and resulting faultlines affect TMT tasks. Strategic Management Journal, 36:
1656–1674.
Neely, B. H. , Lovelace, J. B. , Cowen, A. P. , & Hiller, N. J. (2020). Metacritiques of upper
echelons theory: Verdicts and recommendations for future research. Journal of Management,
46: 1029–1062.
Noble, C. H. (1999). Building the strategy implementation network. Business Horizons, 42(6):
19–28.
North, D. C. (1999). Dealing with a non-ergodic world: Institutional economics, property rights
and the global environment. Duke Environmental Law and Policy Forum, 10: 1–12.
Nutt, P. C. (1986). Tactics of implementation. Academy of Management Journal, 29(2):
230–261.
O'Toole, J. , & Vogel, D. (2011). Two and a half cheers for conscious capitalism. California
Management Review, 53(3): 60–76.
Olson, E. M. , Slater, S. F. , Hult, G. T. M. , & Olson, K. M. (2018). The application of human
resource management policies within the marketing organization: The impact on business
and marketing strategy implementation. Industrial Marketing Management, 69, 62–73.
Palmer, J. C. , Holmes, R. M. , & Perrewé, P. L. (2020). The cascading effect of CEO dark
triad personality on subordinate behavior and firm performance: A multilevel theoretical
model. Group & Organization Management, 45: 143–180.
Ployhart, R. E. , Nyberg, A. J. , Reilly, G. , & Maltarich, M. A. (2014). Human capital is dead;
long live human capital resources!. Journal of Management, 40(2): 371–398.
Ployhart, R. E. , Schepker, D. J. , Wright, P. M. , & Strizver, S. D. (2024). Creating dynamic
capabilities for agile executive selection and succession. In Zaccaro, S. J. , Hiller, N. J. , &
Klimoski, R. J. (Eds.), Senior leadership teams and the agile organization. London, UK:
Routledge—Taylor & Francis Group.
Porter, M. E. , & Kramer, M. R. (2011). Creating shared value. Harvard Business Review,
89(1–2): 62–77.
Pryor, C. , Holmes, R. M. , Webb, J. W. , & Liguori, E. W. (2019). Top executive goal
orientations’ effects on environmental scanning and performance: Differences between
founders and nonfounders. Journal of Management, 45: 1958–1986.
Putnam, L. L. , Fairhurst, G. T. , & Banghart, S. (2016). Contradictions, dialectics, and
paradoxes in organizations: A constitutive approach. Academy of Management Annals,
65–171.
Raes, A. M. , Heijltjes, M. G. , Glunk, U. , & Roe, R. A. (2011). The interface of the top
management team and middle managers: A process model. Academy of Management
Review, 36(1): 102–126.
Rasoolimanesh, S. M. , Jaafar, M. , Badarulzaman, N. , & Ramayah, T. (2015). Investigating
a framework to facilitate the implementation of city development strategy using balanced
scorecard. Habitat International, 46, 156–165.
Rindova, V. P. , & Courtney, (2020). Shape or adapt: Knowledge problems, epistemologies
and strategic postures under Knightian uncertainty. Academy of Management Review, 45:
787–807.
Samimi, M. , Cortes, A. F. , Anderson, M. H. , & Herrmann, P. (2022). What is strategic
leadership? Developing a framework for future research. The Leadership Quarterly, 33(3):
101353.
Shao, Y. , Nijstad, B. A. , & Täuber, S. (2019). Creativity under workload pressure and
integrative complexity: The double-edged sword of paradoxical leadership. Organizational
Behavior and Human Decision Processes, 155: 7–19.
Shepherd, D. A. , & Williams, T. A. (2020). Entrepreneurship responding to adversity:
Equilibrating adverse events and disequilibrating persistent adversity. Organization Theory ,
1(4). https://doi.org/10.1177/2631787720967678
Singh, D. T. (1998). Incorporating cognitive aids into decision support systems: the case of
the strategy execution process. Decision Support Systems, 24(2): 145–163.
Sirmon, D. G. , Hitt, M. A. , & Ireland, R. D. (2007). Managing firm resources in dynamic
environments to create value: Looking inside the black box. Academy of Management
Review, 32(1): 273–292.
Sirmon, D. G. , Hitt, M. A. , Arregle, J.-L. , & Campbell, J. T. (2010). The dynamic interplay of
capability strengths and weaknesses: investigating the bases of temporary competitive
advantage. Strategic Management Journal, 31: 1386–1409.
Sirmon, D. G. , Hitt, M. A. , Ireland, R. D. , & Gilbert, B. A. (2011). Resource orchestration to
create competitive advantage: Breadth, depth, and life cycle effects. Journal of Management,
37(5): 1390–1412.
Smith, W. K. , & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium
model of organizing. Academy of Management Review, 36: 381–403.
Stoverink, A. C. , Kirkman, B. L. , Mistry, S. , & Rosen, B. (2020). Bouncing back together:
Toward a theoretical model of work team resilience. Academy of Management Review, 45(2):
395–422.
Sull, D. N. (2007). Closing the gap between strategy and execution. MIT Sloan Management
Review, 48(4): 30.
Sully De Luque, M. , Washburn, N. T. , Waldman, D. A. , & House, R. J. (2008). Unrequited
profit: How stakeholder and economic values relate to subordinates’ perceptions of
leadership and firm performance. Administrative Science Quarterly, 53(4): 626–654.
Swigart, K. , Anantharaman, A. , Williamson, J. A. , & Grandey, A. A. (2020). Working while
liberal/conservative: A review of political ideology in organizations. Journal of Management,
46:1063–1091.
Tawse, A. , & Tabesh, P. (2021). Strategy implementation: A review and an introductory
framework. European Management Journal, 39(1): 22–33.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of
(sustainable) enterprise performance. Strategic Management Journal, 28: 1319–1350.
Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of
Management Studies, 49: 1395–1401.
Teece, D. J. (2014). The foundations of enterprise performance: Dynamic and ordinary
capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4):
328–352.
The Economist . (2022). The disunited states of America (September 3).
https://www.economist.com/weeklyedition/2022-09-03
Vera, D. , Bonardi, J.-P. , Hitt, M. A. , & Withers, M. C. (2022). Extending the boundaries of
strategic leadership research. The Leadership Quarterly, 33: 101617.
Waldman, D. A. , Putnam, L. L. , Miron-Spektor, E. , & Siegel, D. (2019). The role of paradox
theory in decision making and management research. Organizational Behavior and Human
Decision Processes, 155: 1–6.
Waldman, D. A. , & Sparr, J. L. (2022). Rethinking diversity strategies: An application of
paradox and positive organization behavior theories. Academy of Management Perspectives
. https://doi.org/10.5465/amp.2021.0183
Wang, C. L. , & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda.
International Journal of Management Reviews, 9(1): 31–51.
Williamson, O. E. (1985). The economic institutions of capitalism. New York: The Free Press.
Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (2024). Senior leadership teams and the agile
organization: Introduction. In Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.), Senior
leadership teams and the agile organization. London, UK: Routledge–Taylor & Francis
Group.
Zaccaro, S. J. , Zhou, S. , & Resick, C. (2024). CEO characteristics and organizational agility.
In Zaccaro, S. J. , Hiller, N. J. , & Klimoski, R. J. (Eds.), Senior leadership teams and the
agile organization. London, UK: Routledge—Taylor & Francis Group.
Zhang, Y. , & Han, Y. L. 2019. Paradoxical leader behavior in long-term corporate
development: Antecedents and consequences. Organizational Behavior and Human Decision
Processes, 155: 42–54.
Zhou, S. , & Klimoski, R. J. (2024). Creating the interpersonal context for enabling
organizational agility: the underappreciated role of the chief of staff. In Zaccaro, S. J. , Hiller,
N. J. , & Klimoski, R. J. (Eds.), Senior leadership teams and the agile organization. London,
UK: Routledge—Taylor & Francis Group.
Zott, C. , & Amit, R. (2010). Business model design: An activity system perspective. Long
Range Planning, 43: 216–226.