Charismatic leadership at the strategic level: A new application of upper echelons theory

2004 ◽  
Vol 15 (3) ◽  
pp. 355-380 ◽  
Author(s):  
David A Waldman ◽  
Mansour Javidan ◽  
Paul Varella
Keyword(s):  
Charismatic Leadership ◽  
Upper Echelons ◽  
Upper Echelons Theory

Strategic Directions for AI: The Role of CIOs and Boards of Directors

MIS Quarterly ◽  
2021 ◽  
Vol 45 (3) ◽  
pp. 1603-1644
Author(s):  
Jingyu Li ◽  
◽  
Mengxiang Li ◽  
Xincheng Wang ◽  
Jason Bennett Thatcher ◽  
...  
Keyword(s):  
Boards Of Directors ◽  
Top Management Teams ◽  
Chief Information Officers ◽  
Upper Echelons ◽  
Listed Firms ◽  
Upper Echelons Theory ◽  
Strategic Direction ◽  
New Business ◽  
Post Hoc

This paper applies upper echelons theory to investigate whether chief information officers (CIOs) and boards of directors affect the development of AI orientation, which represents firms’ overall strategic direction and goals regarding the introduction and application of artificial intelligence (AI)technology. We tested our model using a dataset drawn from 1,454 publicly listed firms in China. Our findings show that the presence of a CIO positively influences AI orientation and that board educational diversity, R&D experience, and AI experience positively moderate the CIO’s effect on AI orientation. Our post hoc analysis further demonstrates that these board characteristics represent contingencies that impact AI orientation but not conventional IT orientation. This paper contributes to the upper echelons literature and IT management research by offering contextualized arguments that explain new business and IT strategies such as AI orientation. Further, our findings suggest important implications about how to build top management teams and boards capable of effectively developing AI orientations

Upper Echelons Theory

2015 ◽  
pp. 1-1 ◽  
Author(s):  
Jeffrey L. Herman ◽  
Brett Smith
Keyword(s):  
Upper Echelons ◽  
Upper Echelons Theory

scholarly journals Muslim CEO, women on boards and corporate responsibility reporting: some evidence from Malaysia

2019 ◽  
Vol 10 (2) ◽  
pp. 274-296 ◽  
Author(s):  
Absdulsamad Alazzani ◽  
Wan Nordin Wan-Hussin ◽  
Michael Jones
Keyword(s):  
Gender Diversity ◽  
Annual Reports ◽  
Upper Echelons ◽  
Board Diversity ◽  
Content Type ◽  
Csr Reporting ◽  
Upper Echelons Theory ◽  
Women On Boards ◽  
And Gender ◽  
Csr Disclosure

PurposeVery limited research has been devoted to answering the question of whether the religious beliefs of the upper echelons of management and gender diversity have any impacts on the communication of corporate social responsibility (CSR) information in the marketplace. This study aims to fill the void in the literature by posing the two research questions: first, does the CEO religion affect a firm’s CSR behaviour?; second, do the women on the boards influence CSR reporting?Design/methodology/approachThe authors performed the tests on a sample of 133 firms listed in Bursa Malaysia that have analysts following using a self-constructed CSR disclosure index based on information in annual reports in 2009. A total of 23 per cent of the sample firms have Muslim CEOs, and women made up only 8 per cent of board members.FindingsThe authors find that Muslim CEOs are significantly associated with greater disclosure of CSR information. The authors also find a moderate relationship between board gender diversity and CSR disclosure. This is probably because of insufficient number of women on boards.Research limitations/implicationsThe disclosure index is based on unsubstantiated CSR information provided in annual reports, and the authors examine only two aspects of board diversity, namely, Muslim religiosity and gender mix.Originality/valueThis study advances the research on upper echelons theory by illuminating the importance of religious value in influencing the CSR behaviour of corporate leaders. This has been largely overlooked because of lack of data.

How does the sociodemographic profile of the CEO affect a company’s market orientation? The case of Senegalese SMEs

2016 ◽  
Vol 32 (1) ◽  
pp. 21-39
Author(s):  
Maguette Teuw Diao ◽  
David Gotteland ◽  
Jean-Marie Boulé
Keyword(s):  
Market Orientation ◽  
Sociodemographic Characteristics ◽  
Upper Echelons ◽  
Upper Echelons Theory ◽  
Sociodemographic Profile ◽  
The Cross ◽  
A Company

Why do some CEOs more than others influence the degree of market orientation of their business? According to upper echelons theory, a company’s degree of market orientation is likely to depend on the sociodemographic profile of the CEO. This article addresses two issues: (1) What are the sociodemographic characteristics of CEOs that influence the degree of market orientation of a company and what are their respective weights? (2) How do these characteristics exert their effects? From a sample of 188 CEOs of Senegalese small and medium-sized enterprises (SMEs), we find that the CEO’s age and experience in the industry influences the degree of the company’s market orientation and that the effects of these characteristics are mediated by the cross-functional coordination level of the company.

Do management control systems in SMEs reflect CEO demographics?

2014 ◽  
Vol 21 (3) ◽  
pp. 470-488 ◽  
Author(s):  
Anne-Mie Reheul ◽  
Ann Jorissen
Keyword(s):  
System Design ◽  
Control Systems ◽  
Management Control ◽  
Management Control Systems ◽  
Upper Echelons ◽  
Content Type ◽  
Evaluation Systems ◽  
Upper Echelons Theory ◽  
Planning And Control ◽  
And Control

Purpose – Drawing on upper echelons theory, the purpose of this paper is to examine whether CEOs place their distinctive marks on the design of planning, control and evaluation systems (i.e. management control systems (MCS)) in small- and medium-sized enterprises (SMEs). Design/methodology/approach – The authors use survey data from 189 Belgian SMEs and perform regression analyses to investigate the relation between the CEO demographics tenure, education and experience and various aspects of MCS design, controlling for the classical contingent variables. Findings – CEO tenure and education are related to evaluation system design, but there is no link between CEO demographics and planning and control system design. The lack of managerial discretion concerning planning and control systems could be explained by their more external and observable character, giving rise to pressures to comply with institutional norms (“good practices”). The presence of discretion concerning the design of evaluation systems could be due to their internal character. Practical implications – Since evaluation systems are an important determinant of work-related attitudes and can lead to dysfunctional behavior, it is important for company owners and board members to consider the demographics of present or new CEOs, and to understand the associated inclinations reflected in evaluation systems. Originality/value – The authors apply a more comprehensive approach than (the few) existing SME studies by relating a larger number of CEO demographics to a more comprehensive set of MCS elements, controlling for a larger group of contingent variables. Moreover, the authors fill gaps in the upper echelons and MCS literature.

scholarly journals Top management team diversity and firm performance: Empirical evidence from the fashion and luxury industry

2017 ◽  
Vol 15 ◽  
pp. 325-340 ◽  
Author(s):  
Domenico Rocco Cambrea ◽  
Giorgia Lussana ◽  
Fabio Quarato ◽  
Paola Varacca Capello
Keyword(s):  
Firm Performance ◽  
Research Question ◽  
Top Management Team ◽  
Educational Background ◽  
Management Team ◽  
Top Management ◽  
Luxury Brands ◽  
Upper Echelons ◽  
Term Survival ◽  
Upper Echelons Theory

The purpose of this study is to advance the current understanding of the relationship between top management team (TMT) diversity and firm performance in the fashion and luxury industries. Predictions from the relevant theoretical perspectives – namely, Upper Echelons and Social Psychology theories – are often conflicting, and the controversial nature of this phenomenon together with the lack of empirical studies in the fashion and luxury industries have inspired the research question to investigate the link between TMT diversity and firm performance. Moreover, this is even more relevant in a setting where human capital management is one of the main keys to the long-term survival of fashion and luxury brands. To this extent, a principal component analysis and subsequent regression analyses have been performed on a sample of 78 listed companies operating in the fashion and luxury industries, over the five-year period 2011-2015. Results indicate that TMTs with greater gender, international experience, and educational background diversity are positively associated with higher firm performance. Hence, we found support for the Upper Echelons Theory, which predicts organizational outcomes as a function of managerial characteristics, thus offering few practical implications for companies operating in these industries.

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