Mgmt Articles

2025 Comps Cycle UTSA

Acedo et al 06

identifies three main trends within the resource-based theory (RBT): the resource-based view, the knowledge-based view, and the relational view

Arthur et al 03

the effectiveness of a training program is largely based on the method used, skill/task trained, and choice of evaluative criteria

Barney Wright 98

advises HR executives to focus on firm resources that provide sustained competitive advantage using the VRIO framework.

Barney 91

To understand sources of sustained competitive advantage, a theoretical model is needed that considers resources that are heterogeneous and immobile

Barney 95

introduces a simple approach to analyzing the competitive implications of a firm's internal strengths and weaknesses; exec/practical version of barney ‘91

Barrick Mount Li 13

theory of purposeful work behavior

Bell et al 17

100 year review of training and development

Berry et al 12

meta analysis on withdrawal; no support for a withdrawal construct

Bliese et al 17

Stress research eras

Bradley et al 12

personality moderates task conflict and team performance

campbell wiernik 15

8 factors of performance model, no general factor job performance

Chapman Zweig 05

suggests a 4 factor structure for interview structure: evaluation standardization, question consistency, question sophistication, rapport building

chatman barsade 95

Cooperative behavior is influenced by personality and org culture

Chatterjee Hambrick 07

narcissism pos related to greater strategic dynamism, number and size of acquisitions, extreme firm performance, and fluctuating firm performance

Cohen Levinthal 90

creates idea of absorptive capacity (the ability of firms to acquire and apply new knowledge) and discusses the impact of AC on R&D/innovative capacities of a firm

Colquitt et al 13

justice → social exchange and affect → perf

Cyert March 63

Orgs make decisions with inconsistent goals under many conditions because of goal attention, sequential attention, and adjustments in organizational slack.

Deephouse 99

“firms balance the benefits of reduced competition against the costs of reduced legitimacy” such that “firms seeking competitive advantage should be as different as legitimately possible”

DeNisi et al 14

HR and HR research used to be inextricably linked

DeRue et al 11

integrative trait-behavioral leadership model: traits → behaviors → leader effectiveness

DiMaggio Powell 83

Defines and expounds on institutional isomorphism (the process of orgs within a field becoming increasingly similar over time); defines three forms of isomorphism; impacts institutional change

Eisenhardt Martin 00

argues a new definition of dynamic capabilities and the differential role of market velocity - dynacaps act more like regular routines in moderately dynamic markets but more like simple experiential routines in high velocity markets

Eisenhardt et al 10

“leaders must actively tip their processes and structures toward flexibility to achieve balance [with efficiency]”

Fama Jensen 83

Separation of ownership and control mitigates agency problems in firms.

Filatotchev Bishop 02

Diverse board composition and higher share ownership reduce IPO underpricing in UK firms.

Finkelstein Hambrick 90

Longer tenured TMTs tend towards strategic persistence and conformity; effects are stronger in high managerial discretion industries

Gavetti Rivkin 07

develops a model of strategic search that shows how cognition and action interact over time, highlighting a tension between increasing rationality and decreasing plasticity over a firm's and industry's evolution

Gavetti 12

proposes the behavioral theory of strategy: managing mental processes are key to leaders’ roles

Gavetti et al 07

emphasize the need to reconnect with the Carnegie School's foundational commitment to a decision-centered view of organizations, as modern interpretations have strayed from its original intellectual breadth and depth

Gelfand et al 07

Cross-cultural/national culture OB lit review

Gerhart Fang 14

argues that PFIP needs to be more broadly inclusive outside of traditional merit pay

Ghoshal 05

Flawed management theories undermine effective management practices.

Gottfredson 97

overview of general intelligence (g)

Grahovac Miller 09

models how firm resources, imitation costs, and competition dynamics determine the potential for sustained competitive advantage/ how firms achieve and maintain a competitive edge through innovation and how easily that advantage can be copied by others

Granovetter 85

markets and economic action is steeped in social structure

Granovetter 18

Social ties and networks greatly impact economies and their outcomes. Social structure and its components are completely endogenous and inextricable from markets

Grant 96

“firms exist to integrate specialized knowledge possessed by individuals because integration cannot be performed efficiently across markets”

Greenberg 86

extracted two factors of justice - procedural and distributive - as determinants of fair procedures

Greenwood et al 10

Family firms are not particularly influenced by regional pressures, thus the tested nonmarket institutional logics (family, state) are independent of each other

Greenwood et al 02

Professional associations legitimate institutional change in organizational fields.

Griffin et al 07

identifies a nine factor structure of performance behaviors for proactivity

Gulati Westphal 99

the quality of the CEO-board relationship is critical to the likelihood of alliance formation: cooperative ties increase alliance formation, while controlling ones decrease it. Indirect ties amplify the effects of existing relationship (whether cooperative or controlling)

Gupta et al 06

exploration and exploitation can be viewed as orthogonal or continuous depending on context and domain level but both involve different degrees/types of learning

Halbelian Finkelstein 99

there is a U-shaped relationship between acquisition experience and acquisition performance - that is, those without experience and those with significant experience exhibited the greatest acquisition performance (via not making inappropriate generalizations about an acquis)

Hambrick Fredrickson 05

Effective strategy requires alignment of five elements: arenas, vehicles, differentiators, staging, economic logic.

Hambrick Mason 84

argues that executive background features are reflected in strategic outcomes, lists a number of potential traits and features to study

Hambrick et al 96

heterogenous TMTs are bolder in undertaking initiatives but slower than homogenous TMTs, also less likely to respond to adversaries’ initiatives than homogenous TMTs

Hancock et al 13

turnover-firm perf link is negative; moderated by org size, industry, job position, culture/location

Hannan Freeman 77

Advocates for population ecology theories applied to organizations - survival of the fittest for competition and selection of organizational survival

Harrison et al 06

job attitudes → perf

Helfat Peteraf 09

responds to a critique of dynamic capabilities, suggesting the view is developing in its own right but not a theory quite yet so shouldnt be judged as one

Higgins Gulati 03

upper echelon experience and affiliations can act as a symbol of legitimacy for firms going public/seeking endorsement from investment banks

Humphrey et al 07

motivational, social, and contextual → psyc states → job attitudes and behaviors; JCF revised

Huselid 95

finds that investments in HPWS reduce turnover, increase productivity, and improve financial performance.

Jensen Meckling 95

knowledge, control, and alienability of decision rights are inextricably linked. However, allocating decision rights to individuals requires establishing partitioning and control systems (which are more inefficient than alienability outright)

Jensen Szulanski 07

“because of demonstrable results and evidence of efficacy, using a template is likely to increase the likelihood that a transferred routine will be adopted.”

Judge Ilies 02

personality → performance motivation

Judge Piccolo 04

leader type → leader perf

Judge et al 99

personality and g → career success

Judge et al 10

pay level and job satisfaction are poorly linked

Judge et al 17

Job attitude lit review & job attitude models

Kanfer et al 17

integrates 10+ motivation theories into one framework

Kaplan Vakili 15

Breakthrough innovation requires balancing distant recombination (for economic value) and local search (for novelty)

Kerr 75

reward systems may not lead to intended behaviors

King Zeithaml 01

managers at different levels experience causal ambiguity differently and low linkage ambiguity among middle managers is associated with higher firm performance; competency competitive advantage likely moderates the linkage ambiguity-perf relationship

Kogut Zander 96

“Through identification, procedural rules are learned, and coordination and communication are facilitated across individuals and groups of diverse specialized competence.”

Kraatz Zajac 96

pits technical adaptation theory against neoinstitutional theory for empirical testing; suggests that the now widely accepted neoinstitutional theory should incorporate and integrate adaptation; legitimacy is but one path toward organizational viability/there are several paths

Krishnan et al 97

complementary (in background) TMTs less likely to turnover and has positive effects on post-acquisition firm perf

Kristof-Brown et al 05

Person-environment fit → workplace outcomes

Leblebici et al 91

Institutional changes reshape interorganizational fields, as seen in US radio broadcasting.

Lee et al 99

extends the unfolding model of turnover

Lepak et al 07

emphasizes that value creation and capture depend on the source of activity and level of analysis.

LePine et al 08

10 dimensions of teamwork processes

Lievens Sackett 17

suggests modular approach to hiring selection; IDs roughly 7 different predictor factors

London 83

theory of career motivation; individual and situational → rationality types → motivation

Lord et al 17

leadership lit review

Lubinski 00

individual differences and personality review

March 91

Firms must balance the relationship and trade-offs between exploration and exploitation for the sake of organizational knowledge due to the implications for competitive advantage

Mathieu et al 19

groups/teams lit review

McCarthy et al 17

updated conceptual model of applicant reactions

McGahan Porter 97

finds that industry, corporate-parent, and segment-specific effects all influence profitability, with segment-specific effects having the largest impact.

McGahan Porter 02

demonstrates that business-specific effects drive variance in accounting profitability, though industry and corporate-parent effects are also significant and interrelated.

Meyer Rowan 77

Formal organizational structures emerge as reflections of institutionalized myths and rules within society (not merely as responses to economic or tech needs); orgs prioritize ritualistic compliance over performance for legitimacy maintainance

Miller 86

Strategy and structure are inextricably linked and recursive; IDs four specific strategies (differentiation, focus, cost leadership, asset parsimony) and the structure that matches successfully

Miller 88

finds that firm performance improves when strategy aligns with both environment and structure, with successful firms exhibiting strong complementarities.

Mintzberg Waters 85

Strategies emerge from deliberate plans and unplanned adaptations.

Nag et al 07

consensus definition of “strategic management” as a field that deals with strategic initiatives, resource utilization, and environmental factors that lead to firm performance

Nahapiet Ghoshal 98

posits that social capital facilitates the creation of new intellectual capital, and organizations are conducive to developing high levels of social capital, giving them an advantage over markets in creating and sharing intellectual capital

Nelson Winter 82

organizational routines framework: Firm behavior stems from routines; capabilities rely on tacit skills, Routines are a truce

Nyberg Ployhart 13

proposes context-emergent turnover theory of collective turnover

Ocasio 99

Institutionalized rules drive CEO succession, shaping corporate governance stability.

Oliver 91

typology of resistance strategies and their antecedents; compares/contrasts institutional theory with resource dependence theory

parker et al 17

job design theories review

Payne et al 07

goal orientation meta

Peteraf 93

explains that sustained competitive advantage requires resource heterogeneity, ex post and ex ante limits to competition, and imperfect resource mobility.

Piao Zajac 16

the relationship between exploration and exploitation is based on the type of exploitation a firm focuses on (emphasis on incremental exploit has negative relation with exploration in short term but positive in long term); differentiate between incremental and repetitive exploitation

Ployhart Holtz 08

recommendations to reduce subgroup differences in employee selection processes without trading off validity

Ployhart et al 17

100 year review selection and recruitment

Podsakoff LePine LePine 09

challenge-hindrance meta

Porac et al 99

Industry categories influence CEO compensation, reflecting political dynamics in comparable firm selection.