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Dr Mariano Heyden

Lecturer

Newcastle Business School (Politics and Policy)

Career Summary

Biography

Research Expertise
- Strategic Renewal - Top Management Teams - Corporate Elites - Diversity

Teaching Expertise
- Strategic Management - Decision Making - Research Methods in Strategic Management






Qualifications

  • PhD (Management), Erasmus University - Rotterdam

Keywords

  • Corporate governance
  • Global Business Management
  • Managing Under Uncertainty
  • Organizational demography and diversity
  • Strategic Leaders(hip)
  • Strategic Management
  • Strategic renewal, innovation, and learning

Languages

  • Dutch (Fluent)
  • Spanish (Fluent)

Fields of Research

CodeDescriptionPercentage
150310Organisation and Management Theory25
150312Organisational Planning and Management25
150399Business and Management not elsewhere classified50

Professional Experience

UON Appointment

DatesTitleOrganisation / Department
1/01/2014 - LecturerUniversity of Newcastle
Newcastle Business School
Australia
3/09/2012 - 2/11/2012Casual AcademicUniversity of Newcastle
Newcastle Business School
Australia
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Publications

For publications that are currently unpublished or in-press, details are shown in italics.


Book (1 outputs)

YearCitationAltmetricsLink
2012Heyden MLM, Essays on Upper Echelons & Strategic Renewal: A Multilevel Contingency Approach, Erasmus Research Institute of Management ¿ ERIM, Rotterdam, Netherlands (2012)

Chapter (1 outputs)

YearCitationAltmetricsLink
2015Al Mamun A, Heyden MLM, Seamer M, 'Corporate Social Action in Developing Economies.', Global Perspectives of Corporate Social Action and Social and Financial Performance., Palgrave Macmillan, London 1-39 (2015)
Co-authorsMichael Seamer

Journal article (8 outputs)

YearCitationAltmetricsLink
2015Van Doorn S, Heyden MLM, Troester C, Volberda HW, 'Entrepreneurial Orientation and Performance: Investigating Local Requirements for Entrepreneurial Decision-Making', Advances in Strategic Management, 1-25 (2015)
2015Heyden MLM, Oehmichen J, Nichting S, Volberda HW, 'Board Background Heterogeneity and Exploration-Exploitation: The Role of the Institutionally-Adopted Board Model', Global Strategy Journal, 5 154-176 (2015)
DOI10.1002/gsj.1095
2015Heyden MLM, Reimer M, Van Doorn S, 'Innovating Beyond the Horizon: CEO Career Horizon, Top Management Composition, and R&D Intensity', Human Resource Management (Wiley), 1-20 (2015)
DOI10.1002/hrm.21730
2015Heyden MLM, Kavadis N, Neuman Q, 'External Corporate Governance and Strategic Investment Behaviors of Target CEOs', Journal of Management, 1-25 (2015)
DOI10.1177/0149206314563400
2015Heyden MLM, Reimer M, Van Doorn S, 'Innovating Beyond the Horizon: CEO Career Horizon, Top Management Composition, and R&D Intensity', Human Resource Management, (2015)

Decreasing research and development (R&D) can impair the ability of firms to remain innovative in the long run. CEOs have been accused of curtailing R&D investments as they approa... [more]

Decreasing research and development (R&D) can impair the ability of firms to remain innovative in the long run. CEOs have been accused of curtailing R&D investments as they approach expected retirement, yet received findings on R&D investment behaviors of late-career CEOs are mixed. We argue that one reason for these inconsistent findings could be that traditional approaches overlook the fact that CEOs are not isolated agents in making R&D decisions. We build on the premise that CEOs interact with their top management team (TMT) when shaping R&D strategy and advance a contextualized view of CEO dispositions in their late career stages as being constrained or enabled by their TMT. We hypothesize that some TMT attributes (e.g., tenure and age) may amplify, whereas others (e.g., functional experience and education) may mitigate inclinations to reduce R&D. Our findings, based on a longitudinal sample of 100 US manufacturing firms from 1998 to 2008, provide nuanced insights into how different TMT characteristics influence CEO-TMT dynamics, with TMT age and TMT tenure playing particularly pronounced roles. We discuss implications of our CEO-TMT interface approach for theory and practice.

DOI10.1002/hrm.21730
2015Heyden MLM, Oehmichen J, Nichting S, Volberda HW, 'BOARD BACKGROUND HETEROGENEITY AND EXPLORATION-EXPLOITATION: THE ROLE OF THE INSTITUTIONALLY ADOPTED BOARD MODEL', Global Strategy Journal, 5 154-176 (2015)
DOI10.1002/gsj.1095Author URL
2013Heyden MLM, Sidhu JS, Van Den Bosch FAJ, Volberda HW, 'Top management team search and new knowledge creation: How top management team experience diversity and shared vision influence innovation', International Studies of Management and Organization, 42 27-51 (2013) [C1]
DOI10.2753/IMO0020-8825420402
2013Heyden MLM, van Doorn S, Reimer M, Van Den Bosch FAJ, Volberda HW, 'Perceived Environmental Dynamism, Relative Competitive Performance, and Top Management Team Heterogeneity: Examining Correlates of Upper Echelons' Advice-Seeking', Organization Studies, 34 1327-1356 (2013) [C1]

Advice-seeking is one of the most basic practices in making real-life decisions and has been shown to be a predominant mode of knowledge acquisition at the upper echelons level. C... [more]

Advice-seeking is one of the most basic practices in making real-life decisions and has been shown to be a predominant mode of knowledge acquisition at the upper echelons level. Chief Executive Officers (CEOs) in particular seek advice to obtain formulated judgments, opinions, and suggestions about current strategic directions and recommended alternatives for future courses of action. In this study we distinguish between intra-organizational and extra-organizational sources of advice and examine how factors at the environmental, firm, and top management team (TMT) level relate to patterns of CEO advice-seeking. We develop and test hypotheses linking perceived environmental dynamism, relative competitive firm performance, and TMT heterogeneity to CEO advice-seeking from internal and external sources and uncover asymmetric patterns. We discuss implications for upper echelons theory and strategic decision-making research. © The Author(s) 2013.

DOI10.1177/0170840612470229
CitationsScopus - 2Web of Science - 1
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Conference (2 outputs)

YearCitationAltmetricsLink
2013Heyden MLM, Koene BAS, Fourne S, 'Examining Role Involvement of Top and Middle Management in Organizational Change', Best Paper Proceedings (Organization & Management Theory Division), Orlando, FL (USA) (2013)
DOI10.5465/AMBPP.2013.16601abstract
2012Heyden MLM, Oehmichen J, Nichting S, 'Board Capital, Board Structure, and Organizational Learning: A Cross-National Analysis', Best Paper Proceedings (International Management Division), Boston, MA (USA) (2012)
DOI10.5465/AMBPP.2012.321
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Grants and Funding

Summary

Number of grants1
Total funding$5,000

Click on a grant title below to expand the full details for that specific grant.


20131 grants / $5,000

Reconceptualizing Decision-making Involvement in Upper Echelons Research$5,000

Funding body: University of Newcastle

Funding bodyUniversity of Newcastle
Project TeamDoctor Mariano Heyden
SchemeNew Staff Grant
RoleLead
Funding Start2013
Funding Finish2013
GNoG1300928
Type Of FundingInternal
CategoryINTE
UONY
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Research Supervision

Current Supervision

CommencedResearch Title / Program / Supervisor Type
2015Corporate Governance and Corporate Social Responsibility (CSR): Implication for Developing Economy Firms
Accounting, Faculty of Business and Law
Co-Supervisor
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Dr Mariano Heyden

Position

Lecturer
Newcastle Business School
Faculty of Business and Law

Focus area

Politics and Policy

Contact Details

Emailmariano.heyden@newcastle.edu.au
Phone(02) 4921 6725
Fax(02) 4921 6911

Office

RoomUNH3.20b
BuildingUniversity House (City Precinct)
LocationCrn. Auckland St & King St Newcastle, 2300, NSW

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