Donald Hambrick
Evan Pugh Professor, 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
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
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, Forthcoming, .
Gerstner, W-C., Konig, A., Enders, A., and Hambrick, D.C., "CEO narcissism, audience engagement, and organizational adoption of technological discontinuities", Administrative Science Quarterly, Forthcoming, .
Hambrick, D.C., "CEO", Wiley Encyclopedia of Management, Forthcoming, .
Hambrick, D.C., "Top Management Teams", Wiley Encyclopedia of Management, Forthcoming, .
Hambrick, D.C., "Upper Echelons Theory", The Palgrave Encyclopedia of Strategic Management, Forthcoming, .
Hambrick, D.C. and Quigley, T.J., "Toward more accurate contextualization of the CEO effect on firm performance", Strategic Management Journal, Forthcoming, .
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, 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.
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.
Hambrick, D.C., "Foreword, R.E. Miles and C.C. Snow", Organizational Strategy, structure, and process (classic edition), 2003, , .
Hambrick, D.C., "On the staying power of defenders, analyzers, and prospectors", Academy of Management Executive, 2003, 17, 115-118..
Hambrick, D.C., "Top management team", Blackwell Encyclopedic Dictionary of Management: Organizational Behavior, 2nd Edition, 2004, 17, 115-118..
Hambrick, D.C., "CEO", Blackwell Encyclopedic Dictionary of Management: Organizational Behavior, 2nd Edition, 2004, , .
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., 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., 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.C., 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.C., "Upper echelons theory: Origins, twists and turns, and lessons learned", Great Minds In Management: The Process of Theory Development, 2005, 26, 109-127..
Hambrick, D.C., "Letter to a newly-tenred professor", Journal of Management Inquiry, 2005, 14 (3), 300-302..
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., "Venturing outside the monastery", Academy of Management Journal, 2005, 48(6), 961-962..
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..
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..
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..
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..
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..
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 (4), 453-469.
Hambrick, D.C., "Top management teams", Encyclopaedia of Executive Governance, Economica (Paris), 2009, , .
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..
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..
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..
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..
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., "Upper echelons theory - An update", Academy of Management Review, 2007, 32 (2), 334-343..
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.
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..
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., v. Werder, A., and Zajac, E., "New directions in corporate governance reserach", Organization Science, 2008, 19 (3), 381-385.
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.
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.
Finkelstein, S., Hambrick, D.C., and Cannella, A., "Strategic leadership: Theory and research on executives, top management teams, and boards", Oxford University Press, 2009, , .
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