|2015||Van 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)|
|2015||Heyden 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)|
|2015||Heyden 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)|
|2015||Heyden 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 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.
|2015||Heyden 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)|
|2013||Heyden 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]|
|2013||Heyden 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. 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.