Public corporations often appoint external former founders to their boards in hope that they will encourage a (re‐)focus on creating future new business. Seeking to investigate this common practice, we integrate upper echelons theory with imprinting theory, arguing that founding a company...

Human capital theory establishes that the human capital gained in prior work experience, such as in traditional corporations, is associated with subsequent entrepreneurial success. However, this perspective does not accommodate increasingly boundaryless careers, during which individuals switch...

While the concept of dynamic managerial capabilities was initially developed to understand top managers' strategic decisions, we theorize that it can explain how middle managers successfully contribute to functional outcomes. In this paper, we apply the dynamic managerial capabilities...

Although chief executive officers (CEOs) are the primary decision‐makers in their firms, there has been little research on how CEOs' decision styles affect firm performance. This study explores the relationships between firm performance and two key dimensions of CEO decision style, namely the...