Chairperson

picture of Craig Crossland Craig Crossland
... is an Assistant Professor of Management at the University of Texas at Austin. He received his Ph.D. from the Pennsylvania State University in 2008. His research examines senior executives and their effect on organizational ... More

Program Chair

picture of Cynthia E Devers Cynthia E Devers
... is an Associate Professor of Strategic Management and a Mays Research Fellow, in the Mays Business School at Texas A&M University. She is also an International Research Fellow at the Oxford University Centre for ... More

Associate Program Chair

(No bios available)

Reps at Large 2017

picture of Steven Boivie Steven Boivie
... is an associate professor in the Mays Business School at Texas A&M University. He received his Ph.D. in strategic management from the University of Texas at Austin, his master’s degree from Brigham Young University, and his bachelor’s degree from Utah State... More

picture of Aaron Hill Aaron Hill
... is an Assistant Professor of Management and William S. Spears Chair in Business Administration at Oklahoma State University, where we also received his Ph.D. His primary research interests include the personal characteristics and job mobility of executives ... More

picture of Sabina Nielsen Sabina Nielsen
... is Professor of International Management at University of Sydney Business School and also holds a Professorship in Strategic Leadership and Diversity at Copenhagen Business School, Denmark. She received her PhD from ... More



Reps at Large 2018

(No bios available)

Strategic Leadership and Governance

In public corporations, owners and lenders invest capital in the expectation of economic returns, while professional managers are responsible for the strategic decisions that yield economic returns and impact various stakeholders. Strategic leaders are the top management teams that formulate and implement strategy to create firm value. Governance refers to the monitoring and incentive mechanisms that align the interests of managers with those of the suppliers of capital. Strategic leadership is shaped by the demographic characteristics and behavioral biases of top management teams and by the discretion afforded by a firm's characteristics and external environmental context. Governance mechanisms include the incentives and monitoring provided by shareholders and lenders, the boards of directors; executive selection, succession, and compensation; and the market for corporate control. More generally, all organizations, private and public, for profit and nonprofit, small and large, need strategic leaders that shape strategy, and governance mechanisms that monitor and incentivize strategic leaders. Strategic leadership and governance shapes and is shaped by firm strategy and performance in various institutional contexts and regulatory regimes. We welcome work from a variety of theoretical disciplines that addresses questions relating to strategic leadership and governance. Likely research questions include:

  • How does strategic leadership and governance in shaping strategy and performance? To what extent are firms reflections of their top managements, boards, and owners?
  • How does the firm's performance, strategy, and external context shape strategic leadership and governance?
  • How does strategic leadership and governance shape ethical and socially responsible behavior?
  • What are the reciprocal relationships between strategic leadership and governance and stakeholders?
  • What are the contextual factors that shape these relationships?
  • How do these relationships change over time?
  • What are the differences between the various governance mechanisms such as ownership structure, debt structure, boards of directors composition and leadership, incentive pay, executive succession, the market for corporate control, private equity, and institutional context?
  • What are the influences of various top management team and individual characteristics such as cognition, personality, education, etc.?
  • How do different institutional logics influence governance practices? How do global corporations manage to align their governance with different expectations and standards across countries?
  • How do the TMT's network relationships impact the firm and its relationships, and vice versa?
  • What can we learn from research on non-public firms (family firms, private firms, government organizations, co-ops, partnerships, etc.)?
  • Which methods and theoretical lenses should be applied to leadership and governance research?
  • What can we learn from applying theoretical lenses such as agency theory, transaction cost, economics, game theory, stakeholder theory, social identity theory, and stewardship theory to leadership and governance research?



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