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INCREASED CEO IMPACT OR RAMPANT ROMANTICIZATION? SHIFTS IN CEO IMPACT, PERCEPTIONS OF IMPACT, AND MANAGERIAL DISCRETION IN THE UNITED STATES, 1950-2009

Quigley, Timothy J. - 2011

How has CEO impact and beliefs about their impact changed in the United States over the period between 1950 and 2009? While others have studied these topics, most research considers just a small snapshot in time. However, it may be that the potential for CEO impact and stakeholder beliefs about...

Persistent link: https://www.econbiz.de/10009449989

CEO selection as risk‐taking: A new vantage on the debate about the consequences of insiders versus outsiders

Quigley, Timothy J.; Hambrick, Donald C.; Misangyi, … - In: Strategic Management Journal 40 (2019) 9, pp. 1453-1470

Persistent link: https://www.econbiz.de/10012084996

Reaffirming the CEO effect is significant and much larger than chance : a comment on Fitza (2014)

Quigley, Timothy J.; Graffin, Scott D. - In: Strategic management journal 38 (2017) 3, pp. 793-801

Persistent link: https://www.econbiz.de/10011629043

Shareholder perceptions of the changing impact of CEOs : market reactions to unexpected CEO deaths : 1950-2009

Quigley, Timothy J.; Crossland, Craig; Campbell, Robert J. - In: Strategic management journal 38 (2017) 4, pp. 939-949

Persistent link: https://www.econbiz.de/10011641162

Board predictive accuracy in executive selection decisions : how do initial board perceptions of CEO quality correspond with subsequent CEO career performance?

Quigley, Timothy J.; Wowak, Adam J.; Crossland, Craig - In: Organization science : a journal of the Institute for … 31 (2020) 3, pp. 720-741

Persistent link: https://www.econbiz.de/10012242498

Toward more accurate contextualization of the CEO effect on firm performance

Hambrick, Donald C.; Quigley, Timothy J. - In: Strategic management journal 35 (2014) 4, pp. 473-491

Persistent link: https://www.econbiz.de/10010340125

When the former CEO stays on as board chair: effects on successor discretion, strategic change, and performance

Quigley, Timothy J.; Hambrick, Donald C. - In: Strategic management journal 33 (2012) 7, pp. 834-859

Persistent link: https://www.econbiz.de/10009567768

When the former ceo stays on as board chair: effects on successor discretion, strategic change, and performance

Quigley, Timothy J.; Hambrick, Donald C. - In: Strategic management journal 33 (2012) 7, pp. 834-860

Persistent link: https://www.econbiz.de/10009969703

Unintended consequences : information releases and CEO stock option grants

Quigley, Timothy J.; Hubbard, Timothy D.; Ward, Andrew J.; … - In: Academy of Management journal : AMJ 63 (2020) 1, pp. 155-180

Persistent link: https://www.econbiz.de/10012183229

How much do CEOs really matter? : reaffirming that the CEO effect is mostly due to chance

Fitza, Markus - In: Strategic management journal 38 (2017) 3, pp. 802-811

Persistent link: https://www.econbiz.de/10011629049