Evan Pugh Professor
, Smeal Chaired Professor of Management
Department: Management and Organization
Office: 414 Business Building
Member of Faculty Since: 2002
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 focuses on executive psychology, top management team dynamics, and history and evolution of the field of strategic management.
CEOs and top management teams
Strategy formulation and implementation
Hambrick, D.C., Misangyi, V.F., and Park, C., "The Quad Model for identifying a corporate director's potential for effective monitoring: Toward a new theory of board sufficiency", Academy of Management Review, Forthcoming, ..
Quigley, T.J. and Hambrick, D.C., "Has the "CEO Effect" increased in recent decades? A new explanation for the great rise in America's attention to corporate leaders", Strategic Management Journal, Forthcoming, ., ..
Hambrick, D.C., "CEO", Wiley Encyclopedia of Management, Forthcoming, ., ..
Hambrick, D.C., "Top Management Teams", Wiley Encyclopedia of Management, Forthcoming, ., ..
Hambrick, D.C., Humphrey, S.E., and Gupta, A., "Structural interdependence within top management teams: A key moderator of upper echelons predictions", Strategic Management Journal, 2015, 36 (4), 449-461.
Briscoe, F., Chin, M.K., and Hambrick, D.C., "CEO ideology as an element of the corporate opportunity structure for social activists", Academy of Management Journal, 2014, 57 (6), 1786-1809.
Crossland, C., Zyung, J., Hiller, N.J., and Hambrick, D.C., "CEO career variety: Effects on firm-level strategic and social novelty", Academy of Management Journal, 2014, 57 (3), 652-674.
Hambrick, D.C. and Quigley, T.J., "Toward more accurate contextualization of the CEO effect on firm performance", Strategic Management Journal, 2014, 35 (4), 473-491.
Chin, M.K., Hambrick, D.C., and Trevino, L.K., "Political ideologies of CEOs: Illustrative evidence of the influence of executive values on corporate social responsibility", Administrative Science Quarterly, 2013, 58 (2), 197-232.
Gerstner, W-C., Konig, A., Enders, A., and Hambrick, D.C., "CEO narcissism, audience engagement, and organizational adoption of technological discontinuities", Administrative Science Quarterly, 2013, 58 (2), 257-291.
Hambrick, D.C., "Upper Echelons Theory", The Palgrave Encyclopedia of Strategic Management, Forthcoming, ., ..
Quigley, T.J. and Hambrick, D.C., "When the former CEO stays on as board chair: Effects on successor discretion, strategic change, and performance", Strategic Management Journal, 2012, 33 (7), 834-859.
Chen, G. and Hambrick, D.C., "CEO replacement in turnaround situations: Executive (mis)fit and its performance implications", Organization Science, 2012, 23 (1), 225-243.
Hambrick, D.C., and Wowak, A.J., "Whom do we want as our business leaders? How changes in the corporate milieu have brought about a new breed of CEO", Towards a new Theory of the Firm, 2012, 23 (1), 225-243.
Crossland, C. and Hambrick, D.C., "Differences in managerial discretion across countries: How national-level institutions affect the degree to which CEOs matter", Strategic Management Journal, 2011, 32 (8), 797-819.
Wowak, A.J., Hambrick, D.C., and Henderson, A.D., "Do CEOs encounter within-tenure 'Settling Up'? A multiperiod perspective on executive pay and dismissal", Academy of Management Journal, 2011, 54 (4), 719-739.
Chatterjee, A. and Hambrick, D.C., "Executive personality, capability cues, and risk taking: How narcissistic CEOs react to their successes and stumbles", Administrative Science Quarterly, 2011, 56 (2), 202-237.
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, 2010, 31 (8), 803-821.
Pollock, T.G., Chen, G., Jackson, E.M., and Hambrick, D.C., "How much prestige is enough? Assessing the value of multiple types of high-status affiliates for young firms", Journal of Business Venturing, 2010, 25 (1), 6-23.
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. 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., v. Werder, A., and Zajac, E., "New directions in corporate governance research", Organization Science, 2008, 19 (3), 381-385.
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 (3), 351-386 (Selected as the Outst.
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 (9), 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 (8), 767-789..
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..
Hambrick, D.C., "Upper echelons theory - An update", Academy of Management Review, 2007, 32 (2), 334-343..
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
MGMT 531, Strategy Implementation and Organizational Change
MGMT 535, The Upper Echelons Perspective: Theory and Research
MGMT 578, Doctoral Seminar In Strategic Management