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What is Upper Echelon Theory

Chapter 10
Leadership Styles, Innovation, and Social Entrepreneurship in the Era of Digitalization
The theory proposed by Donald C. Hambrick and P. Mason in 1984 and investigates the effects of demographic characteristics of the people in the senior management level of organizations on organizational results.
Published in Chapter:
Explaining the Interaction Between Leader Ambidextrous Behavior, Employee Ambidexterity, and Organizational Ambidexterity
Melis Attar (Selçuk University, Turkey) and Serap Kalfaoğlu (Selçuk University, Turkey)
Copyright: © 2020 |Pages: 31
DOI: 10.4018/978-1-7998-1108-4.ch010
Abstract
The aim of the study is to examine the relationships between ambidextrous leadership behaviors (i.e., task-oriented, relation-oriented, change-oriented, and external) in the context of leader behavior level and employee ambidextrous performance (i.e., exploitation and exploration) in the context of individual employee level by suggesting that the interaction of these two may result in organizational ambidexterity. This study aims to contribute to the immature ambidexterity literature by developing some propositions based on the previous ambidexterity researches related to ambidexterity of leaders, employees, and entire organizations. Taking into account ambidextrous leadership theory, it is proposed that while the leaders' task-oriented and relation-oriented behaviors are positively related to the employees' exploitation behaviors, the leaders' change-oriented and external behaviors are positively related to the employees' exploration behaviors. It is recommended for further studies to investigate the possible propositions with quantitative research designs.
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Chapter 9
Shifting Our Lenses to Behavioral Finance Paradigm: CEO Inopportune Optimism and Financial, Non-Financial Communications
It is the idea that organizational strategies and decisions are greatly shaped by top executives’ personal background since top executives assess their organizational situations through their own heavily individualized lenses.
Published in Chapter: Shifting Our Lenses to Behavioral Finance Paradigm: CEO Inopportune Optimism and Financial, Non-Financial Communications; From: Corporate Leadership and Its Role in Shaping Organizational Culture and Performance
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Chapter 3
Unseen Link Between Sustainability Reporting and Financial Reporting: Behavioral Finance Paradigm
It is the idea that organizational strategies and decisions are greatly shaped by top executives’ personal background since top executives assess their organizational situations through their own heavily individualized lenses.
Published in Chapter: Unseen Link Between Sustainability Reporting and Financial Reporting: Behavioral Finance Paradigm; From: Sustainability Reporting, Ethics, and Strategic Management Strategies for Modern Organizations
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Chapter 7
Corporate Social Responsibility Values in Transforming Societies: Are There Country-, Status-, and Hierarchy-Based Differences?
The upper echelon theory assumes that values and beliefs held by top managers are to be of utmost importance for organizational outcomes and strategies. They act as cognitive filters, reducing complexity, and framing strategic decisions. Moreover, top managers values are seen as having a direct and indirect effect on values and beliefs of followers, and organizational practices.
Published in Chapter: Corporate Social Responsibility Values in Transforming Societies: Are There Country-, Status-, and Hierarchy-Based Differences?; From: Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior
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