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Bargaining your way to success : the effect of Machiavellian chief executive officers on firm costs

Recendes, Tessa; Aime, Federico; Hill, Aaron; Petrenko, … - In: Strategic management journal 43 (2022) 10, pp. 2012-2041

Persistent link: https://www.econbiz.de/10013466087

Structural interdependence within top management teams: A key moderator of upper echelons predictions

Hambrick, Donald C.; Humphrey, Stephen E.; Gupta, Abhinav - In: Strategic Management Journal 36 (2015) 3, pp. 449-461

Persistent link: https://www.econbiz.de/10011205275

Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures

Hollenbeck, John R.; Ellis, Aleksander P.J.; Humphrey, … - In: Organizational Behavior and Human Decision Processes 114 (2011) 1, pp. 64-74

This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting...

Persistent link: https://www.econbiz.de/10008869743

Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice

Karam, Elizabeth P.; Hu, Jinyu; Davison, Robert B.; … - In: Journal of Management Studies 56 (2018) 1, pp. 134-171

Persistent link: https://www.econbiz.de/10012094389

Cutthroat cooperation: The effects of team role decisions on adaptation to alternative reward structures

Beersma, Bianca; Hollenbeck, John R.; Conlon, Donald E.; … - In: Organizational Behavior and Human Decision Processes 108 (2009) 1, pp. 131-142

Structural Adaptation Theory proposes that it is more difficult for teams to change from competitive to cooperative reward conditions than it is for them to change in the opposite direction, and this has been labeled the cutthroat cooperation effect [Johnson, M. D., Hollenbeck, J. R., Ilgen, D....

Persistent link: https://www.econbiz.de/10005348703

Group decision process and incrementalism in organizational decision making

Moon, Henry; Conlon, Donald E.; Humphrey, Stephen E.; … - In: Organizational Behavior and Human Decision Processes 92 (2003) 1-2, pp. 67-79

Persistent link: https://www.econbiz.de/10005430889

Decision-making and behavior fluidity: How focus on completion and emphasis on safety changes over the course of projects

Humphrey, Stephen E.; Moon, Henry; Conlon, Donald E.; … - In: Organizational Behavior and Human Decision Processes 93 (2004) 1, pp. 14-27

Persistent link: https://www.econbiz.de/10005431041

Structural interdependence within top management teams : a key moderator of upper echelons predictions

Hambrick, Donald C.; Humphrey, Stephen E.; Gupta, Abhinav - In: Strategic management journal 36 (2015) 3, pp. 449-461

Persistent link: https://www.econbiz.de/10010531982

Cutthroat cooperation : the effects of team role decisions on adaption to alternative reward structures

Beersma, Bianca; Hollenbeck, John R.; Conlon, Donald E.; … - In: Organizational behavior and human decision processes : … 108 (2009) 1, pp. 131-142

Persistent link: https://www.econbiz.de/10003811842

Facing differences with an open mind : openness to experience, salience of intragroup differences, and performance of diverse work groups

Homan, Astrid C.; Hollenbeck, John R.; Humphrey, Stephen E. - In: Academy of Management journal : AMJ 51 (2008) 6, pp. 1204-1222

Persistent link: https://www.econbiz.de/10003802259