Donald C. Hambrick

Color portrait of Donald C. Hambrick

Professor, Evan Pugh University Professor & Smeal Chaired Professor of Management

Department Management and Organization
Office Address 414 Business Building
Phone Number 814-863-0917
Email Address dch14@psu.edu

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An internationally recognized scholar in the field of top management, Don Hambrick is the author of numerous articles, chapters, and books on the topics of strategy formulation, strategy implementation, executive staffing and incentives, and the composition and processes of top management teams. His recent book, Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation, presents leading-edge thinking for executives who are embarking on corporate change initiatives. Another book, Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards, is extensively used by scholars of executive leadership. He also conducted the widely-noted worldwide study of executive leadership, Reinventing the CEO. He is an acknowledged leader in his field, serving as President of the prestigious Academy of Management in 1992-93. He also has served on the board of directors of the Strategic Management Society and on the editorial boards of almost all the major scholarly journals in his field.

Expertise

Current research focuses on executive psychology, top management team dynamics, and history and evolution of the field of strategic management.

Education

Ph D, Organizational Strategy and Policy, The Pennsylvania State University, 1979

MBA, Marketing and Planning/Control, Harvard University, 1972

BS, Finance, University of Colorado at Boulder, 1968

Courses Taught

MGMT 531 – Strat Impl and Chg (2)
This course addresses the managerial challenge of strategy implementation, particularly by examining the organizational elements that must be drawn into line to support a strategy, as well as the immense difficulties of changing an organization. As such, the course relies on two overarching frameworks. The first is a model of organizational alignment; the second is a model for managing the change process. The course will emphasize application and practice, primarily by the use of cases. Students will be asked, class after class, to take the position of a senior manager or an adviser to a manager, and develop answers to questions like these: WhatÀs the real problem here? How are the elements of the problem interconnected? What should be done? How, specifically, should we go about it? Strategy Implementation and Organizational Change will be relevant for a broad array of students, including those hoping to be managers, consultants, investors, and entrepreneurs. Because the course focuses on changing entire organizations (rather than small parts of organizations), we will be primarily taking the point of view of senior managers. However, our frameworks and tools, and the skills students will develop, will be useful early in their careers, as they face the need to manage change in their own subunits, as well as the need to comprehend and contribute to firm-wide changes.

MGMT 596 – Individual Studies (Variable)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.

MGMT 535 – Upper Echelons (3)
To learn to evaluate and conduct research on top executives and their influence on organizational strategy, structure and performance.

MGMT 578 – Sem Corp Stratgy (3)
Current theoretical and research issues applicable to the study of corporate strategy formulation and implementation.

MGMT 601 – PH.D. DISSERTATION FULL-TIME
NO DESCRIPTION.

Selected Publications

Hambrick D. C., Wowak A. J., "CEO Sociopolitical Activism: A Shareholder Alignment Model." Academy of Management Review, 2019.
Quigley T. J., Hambrick D. C., Misangyi V. F., Rizzi G. A., "CEO Selection as Risk-taking: A New Vantage on the Debate About the Consequences of Insiders Versus Outsiders." 2019.
Gupta A., Briscoe F. S., Hambrick D. C., "Evenhandedness in Resource Allocation: Its Relationship with CEO Ideology, Organizational Discretion, and Firm Performance." Academy of Management Journal, vol. 61, no. 5, 2018, pp. 1848-1868.
Hambrick D. C., Crossland C., "A Strategy for Behavioral Strategy: Appraisal of Small, Midsize, and Large Tent Conceptions of This Embryonic Community." Advances in Strategic Management, vol. 39, 2018, pp. 23-39, Invited.
Lovelace J., Bundy J., Hambrick D. C., Pollock T. G., "The Shackles of CEO Celebrity: Sociocognitive and Behavioral Role Constraints on "Star" Leaders." Academy of Management Review, vol. 43, no. 3, 2018, pp. 419-444.
Hambrick D. C., "The Fattest of the Fat Cats: Observations on Aguinis and Colleagues' Findings on CEO Pay." Management Research: The Journal of the Iberoamrerican Academy of Management, no. 16, 2018, pp. 31-37, Invited.
Hambrick D. C., Lovelace J. B., "The Role of Executive Symbolism in Advancing New Strategic Themes in Organizations: A Social Influence Perspective." Academy of Management Review, vol. 43, no. 1, 2018, pp. 110-131, amr.aom.org/content/early/2017/02/09/amr.2015.0190.abstract?sid=0bad7c1e-8045-45ae-b956-2fd3c0d6bb84.
Gupta A., Briscoe F. S., Hambrick D. C., "Red, Blue, and Purple Firms: Organizational Political Ideology and Corporate Social Responsibility." Strategic Management Journal, vol. 38, no. 5, 2017, pp. 1018-1040.
Hambrick D. C., Misangyi V. F., Park C., "The Quad Model for Identifying a Corporate Director's Potential for Effective Monitoring: Toward a New Theory of Board Sufficiency." Academy of Management Review, vol. 40, no. 3, 2015, pp. 323-344.
Quigley T. J., Hambrick D. C., "Has the "CEO Effect" Increased in Recent Decades? A New Explanation for the Great Rise in America's Attention to Corporate Leaders." Strategic Management Journal, vol. 36, no. 6, 2015, pp. 821-830.
Hambrick D. C., Humphrey S. E., Gupta A., "Structural Interdependence Within Top Management Teams: A Key Moderator of Upper Echelons Predictions." Strategic Management Journal, vol. 36, no. 4, 2015, pp. 449-461.
Hambrick D. C., "CEO, Wiley Encyclopedia of Management." Wiley Encyclopedia of Management, no. 3, Wiley, 2015, Invited.
Hambrick D. C., "Top Management Teams, Wiley Encyclopedia of Management." Wiley Encyclopedia of Management, no. 3, Wiley, 2015, Invited.
Briscoe F. S., Chin M. K., Hambrick D. C., "CEO Ideology as an Element of the Corporatae Opportunity Structure for Social Activists." Academy of Management Journal, vol. 57, no. 6, 2014, pp. 1786-1809.
Crossland C., Zyung J., Hiller N. J., Hambrick D. C., "CEO Career Variety: Effects on Firm-level Strategic and Social Novelty." Academy of Management Journal, vol. 57, no. 3, 2014, pp. 652-674.
Hambrick D. C., Quigley T. J., "Toward More Accurate Contextualization of the CEO Effect on Firm Performance." Strategic Management Journal, vol. 35, no. 4, 2014, pp. 473-491.
Hambrick D. C., "Upper Echelons Theory, The Palgrave Encyclopedia of Strategic Management." The Palgrave Encyclopedia of Strategic Management, Palgrave Macmillian, 2013, Invited.
Gerstner W. C., Konig A., Enders A., Hambrick D. C., "CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities (Recipient of 2014 Best Paper Award, German Academic Association for Business Research, Verba." Administrative Science Quarterly, vol. 58, no. 2, 2013, pp. 257-291.
Chin M. K., Hambrick D. C., Trevino L. K., "Political Ideologies of CEOs: The Influence of Executive Values on Corporate Social Responsibility." Administrative Science Quarterly, vol. 58, no. 2, 2013, pp. 197-232.
Quigley T. J., Hambrick D. C., "When the Former CEO Stays on as Board Chair: Effects on Successor Discretion, Strategic Change, and Performance." Strategic Management Journal, vol. 33, no. 7, 2012, pp. 834-859.
Hambrick D. C., Wowak A., "Whom Do We Want as Our Business Leaders? How Changes in the Corporate Milieu Have Brought About a New Breed of CEO, in .E. Ricart and J.M. Rosanas (eds.), Towards a New Theory of the Firm." 2012, pp. 29-60, Invited.
Chen G., Hambrick D. C., "CEO Replacement in Turnaround Situations: Executive (Mis)fit and Its Performance Implications." Organization Science, vol. 23, no. 1, 2012, pp. 225-243.
Crossland C., Hambrick D. C., "Differences in Managerial Discretion Across Countries: How National-level Institutions Affect the Degree to Which CEOs Matter." Strategic Management Journal, vol. 32, no. 8, 2011, pp. 797-819.
Wowak A. J., Hambrick D. C., Henderson A. D., "Do CEOs Encounter Within-Tenure ‘Settling Up’? A Multiperiod Perspective on Executive Pay and Dismissal." Academy of Management Journal, vol. 54, no. 4, 2011, pp. 719-739.
Chatterjee A., Hambrick D. C., "Executive Personality, Capability Cues, and Risk-Taking: How Narcissistic CEOs React to Their Successes and Stumbles." Administrative Science Quarterly, vol. 56, no. 2, 2011, pp. 202-237.
Wowak A. J., Hambrick D. C., "A Model of Person-Pay Interaction: How Executives Vary in Their Responses to Compensation Arrangements." Strategic Management Journal, vol. 31, no. 8, 2010, pp. 803-821.
Pollock T. G., Chen G., Jackson E. M., Hambrick D. C., "How Much Prestige Is Enough? Assessing the Value of Multiple Types of High-Status Affiliates for Young Firms." Journal of Business Venturing, vol. 25, no. 1, 2010, pp. 6-23.
Chen G., Trevino L. K., Hambrick D. C., "CEO Elitist Association: Toward a New Understanding of an Executive Behavioral Pattern." Leadership Quarterly, vol. 20, no. 3, 2009, pp. 316-328.
Finkelstein S., Hambrick D. C., Cannella A., (New York: Oxford University Press), 2009.
Hambrick D. C., "Top Management Teams." Encyclopedia of Executive Governance, Economica, 2009, Invited.
Chen G., Hambrick D. C., Pollock T. G., "Puttin' on the Ritz: Pre-IPO Enlistment of Prestigious Affiliates as Deadline-Induced Remediation." Academy of Management Journal, vol. 51, no. 5, 2008, pp. 954-975.
Hambrick D. C., v. Werder A., Zajac E., "New Directions in Corporate Governance Research." Organization Science, vol. 19, no. 3, 2008, pp. 381-385, Invited.
Hambrick D. C., Chen M., "New Academic Fields as Admittance-Seeking Social Movements: The Case of Strategic Management." Academy of Management Review, vol. 33, no. 1, 2008, pp. 32-54.
Wiesenfeld B. M., Wurthmann K., Hambrick D. C., "The Stigmatization and Devaluation of Elites Associated With Corporate Failures: A Process Model." Academy of Management Review, vol. 33, no. 1, 2008, pp. 231-251.
Crossland C., Hambrick D. C., "How National Systems Differ in Their Constraints on Corporate Executives: A Study of CEO Effects in Three Countries." Strategic Management Journal, vol. 28, no. 8, 2007, pp. 767-789.
Chatterjee A., Hambrick D. C., "It’s All About Me: Narcissistic CEOs and Their Effects on Company Strategy and Performance." Administrative Science Quarterly, vol. 52, no. 3, 2007, pp. 351-386.
Sanders W. G., Hambrick D. C., "Swinging For the Fences: The Effects of CEO Stock Options on Company Risk-Taking and Performance." Academy of Management Journal, vol. 50, no. 5, 2007, pp. 1055-1078.
Hambrick D. C., "The Field of Management's Devotion to Theory: Too Much of a Good Thing?." Academy of Management Journal, vol. 50, no. 6, 2007, pp. 1346-1352, Invited.
Hambrick D. C., "Upper Echelons Theory - An Update." Academy of Management Review, vol. 32, no. 2, 2007, pp. 334-343, Invited.
Nag R., Hambrick D. C., Chen M., "What Is Strategic Management, Really? Inductive Derivation of a Consensus Definition of the Field." Strategic Management Journal, vol. 28, no. 9, 2007, pp. 935-955.

Editorships

The Leadership Quarterly, Editorial Board, January 2016 - Present
Administrative Science Quarterly, Editorial Board, January 2015 - Present
Academy of Management Journal, Editorial Board, January 2007 - Present
Organization Science Special Issue on Corporate Governance, Co-Editor, January 2006 - May 2008
Journal of World Business, Editorial Board, January 2003 - July 2014
Organizational Dynamics, Editorial Board, January 1988 - January 2015
Strategic Management Journal, Editorial Board, January 1980 - Present