Bio of Donald Hambrick

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	Donald Hambrick
	Smeal Chaired Professor of Management Department: Management and Organization Office: 414 Business Building Phone: 814-863-0917 Fax: 814-863-7261 E-mail: dch14@psu.edu Member of Faculty Since: 2002

Personal Homepage:

http://www.personal.psu.edu/faculty/d/c/dch14/index.html

Introduction

An internationally recognized scholar in the field of top management, Don Hambrick is the author of numerous articles, chapters, and books on the topics of strategy formulation, strategy implementation, executive staffing and incentives, and the composition and processes of top management teams. His recent book, Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation, presents leading-edge thinking for executives who are embarking on corporate change initiatives. Another book, Strategic Leadership: Top Executives and Their Effects on Organizations, is extensively used by scholars of executive leadership. He also conducted the widely-noted worldwide study of executive leadership, Reinventing the CEO. He is an acknowledged leader in his field, serving as President of the prestigious Academy of Management in 1992-93. He also has served on the board of directors of the Strategic Management Society and on the editorial boards of almost all the major scholarly journals in his field.

Current Research

Current research focuses on executive psychology, top management team dynamics, and history and evolution of the field of strategic management.

Expertise

CEOs and top management teams
Executive leadership
Corporate governance
Strategy formulation and implementation

Publication List

Wowak, A.J., and Hambrick, D.C., "Do CEOs encounter within-tenure 'settling up'? A multiperiod perspective on executive pay and dismissal",  Academy of Management Journal, Forthcoming, pp..

Wowak, A.J., and Hambrick, D.C., "A model of person-pay interaction: How executives vary in their responses to compensation arrangements",  Strategic Management Journal, Forthcoming, pp..

Pollock, T.G., Chen, G., Jackson, E.M., and Hambrick, D.C., "Just how much prestige is enough? Assessing the value of multiple types of prestigious affiliates for young firms",  Journal of Business Venturing, Forthcoming, pp..

Chen, G., Trevino, L., and Hambrick, D.C., "CEO elitist association: Toward a new understanding of an executive behavioral pattern",  Leadership Quarterly, 2009, 20 (3), 316-328.

Finkelstein, S., Hambrick, D.C., and Cannella, A., "Strategic leadership: Theory and research on executives, top management teams, and boards",  Oxford University Press, 2009, -, -.

Hambrick, D.C., "Top management teams",  Encyclopaedia of Executive Governance, Economica (Paris), 2009, -, -.

Chen, G., Hambrick, D.C., and Pollock, T.G., "Puttin' on the Ritz: Pre-IPO enlistment of prestigious affiliates as deadline-induced remediation",  Academy of Management Journal, 2008, 51 (5), 954-975.

Hambrick, D.C., v Werder, A., and Zajac, E., "New directions in corporate governance reserach",  Organization Science, 2008, 19 (3), 381-385.

Hambrick, D.C. and Chen, M-J, "New academic fields as admittance-seeking social movements: The case of strategic management",  Academy of Management Review, 2008, 33 (1), 32-54..

Wiesenfeld, B.M., Wurthmann, K., and Hambrick, D.C., "The stigmatization and devaluation of elites associated with corporate failures: A process model",  Academy of Management Review, 2008, 33 (1), 231-251..

Hambrick, D.C., "The field of management's devotion to theory: Too much of a good thing?",  Academy of Management Journal, 2007, 50 (6), 1346-1352..

Sanders, W.G. and Hambrick, D.C., "Swinging for the fences: The effects of CEO stock options on company risk-taking and performance",  Academy of Management Journal, 2007, 50 (5), 1055-1078..

Chatterjee, A. and Hambrick, D.C., "It's all about me: Narcissistic CEOs and their effects on company strategy and performance",  Administrative Science Quarterly, 2007, 52, 351-386.

Nag, R., Hambrick, D.C. and Chen, M-J, "What is strategic management, really? Inductive derivation of a consensus definition of the field",  Strategic Management Journal, 2007, 28, 935-955..

Crossland, C. and Hambrick, D.C., "How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries",  Strategic Management Journal, 2007, 28, 767-789..

Hambrick, D.C., "Upper echelons theory - An update",  Academy of Management Review, 2007, 32 (2), 334-343..

Paruchuri, S., Nerkar, A. and Hambrick, D.C, "Acquisition integration and productivity losses in the technical core: Disruption of inventors in acquired companies",  Organization Science, 2006, 17 (5), 545-565..

Cho, T. and Hambrick, D.C., "Attention as the mediator between top management team characteristics and strategic change: The case of airline deregulation",  Organization Science, 2006, 17 (5), 545-565..

Henderson, A., Miller, D., and Hambrick, D.C., "How quickly do CEOs become obsloete? Industry dynamism, CEO tenure and company performance",  Strategic Management Journal, 2006, 27, 447-460..

Hambrick, D.C., Finkelstein, S., and Mooney, A.C., "Executive job demands: New insights for explaining strategic decisions and leader behaviors",  Academy of Management Review, 2005, 30 (3), 472-491..

Siegel, P. and Hambrick, D.C., "Pay disparities within top management groups: Evidence of harmful effects on performance of high-technology firms",  Organization Science, 2005, 16 (3), 259-274..

Li, J.T. and Hambrick, D.C., "Factional groups: A new vantage on demographic faultlines, conflict and disintegration in work teams",  Academy of Management Journal, 2005, 48 (5), 794-813..

Hiller, N. and Hambrick, D.C., "Conceptualizing executive hubris: The role of (hyper-) core self-evaluations in strategic decision-making",  Strategic Management Journal, 2005, 26, 297-319..

Hambrick, D.C., "Venturing outside the monastery",  Academy of Management Journal, 2005, 48(6), 961-962..

Hambrick, D.C., "Just how bad are our theories? A response to Ghoshal",  Academy of Management Learning and Education, 2005, 4 (1), 104-107..

Hambrick, D.C., "Letter to a newly-tenred professor",  Journal of Management Inquiry, 2005, 14 (3), 300-302..

Hambrick, D.C., "Upper echelons theory: Origins, twists and turns, and lessons learned",  Great Minds In Management: The Process of Theory Development, 2005, 14 (3), 109-127..

Hambrick, D., Finkelstein, S., Cho, T.S., and Jackson, E.M., "Isomorphism in reverse: Institutional theory as an explanation for recent increases in intraindustry heterogeneity and managerial discretion",  Research in Organizational Behavior, 2005, 26, 307-350..

Hambrick, D., Finkelstein, S., and Mooney, A., "Executives sometimes lose it, just like the rest of us",  Academy of Management Review, 2005, 30 (3), 503-508..

Hambrick, D., and Cannella, A.A. Jr., "CEOs who have COOs: Contingency analysis of an unexplored structural form",  Strategic Management Journal, 2004, 25, 959-979..

Hambrick, D.C., "The disintegration of strategic management: It's time to consolidate our gains",  Strategic Organization, 2004, 2 (1), 91-98..

Hambrick, D.C., "CEO",  Blackwell Encyclopedic Dictionary of Management: Organizational Behavior, 2nd Edition, 2004, 2 (1), 91-98..

Hambrick, D.C., "Top management team",  Blackwell Encyclopedic Dictionary of Management: Organizational Behavior, 2nd Edition, 2004, 2 (1), 91-98..

Hambrick, D.C., "On the staying power of defenders, analyzers, and prospectors",  Academy of Management Executive, 2003, 17, 115-118..

Hambrick, D.C., "Foreword, R.E. Miles and C.C. Snow",  Organizational strategy, structure, and process (classic edition), 2003, 17, 115-118..

Education

Ph.D. , Organizational Strategy and Policy, The Pennsylvania State University,  1979 
M.B.A. , Marketing and Planning/Control, Harvard University,  1972 
B.S. , Finance, University of Colorado,  1968 

Courses

MGMT 531, Strategy Implementation and Organizational Change
MGMT 578, Doctoral Seminar In Strategic Management