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Business and Management
USA
2026

D-Index & Metrics

Business and Management

D-Index
108
Citations
106361
World Ranking
27
National Ranking
13

Research.com Recognitions

  • 2026 - Research.com Business and Management in United States Leader Award
  • 2024 - Research.com Business and Management in United States Leader Award
  • 2023 - Research.com Business and Management in United States Leader Award
  • Dean of Fellow, Academy of Management
  • Fellow of the Strategic Management Society
  • Dean of Fellow, Academy of Management
  • Fellow of the Strategic Management Society
  • Dean of Fellow, Academy of Management
  • Fellow of the Strategic Management Society

Overview

Donald C. Hambrick is affiliated with Pennsylvania State University in the United States. Their research contributions primarily span the field of Business, Management and Accounting, with a focus on several subfields including Organizational Behavior and Human Resource Management, Accounting, Strategy and Management, Gender Studies, and Communication.

The scientist's main topics of work include Corporate Finance and Governance, Management and Organizational Studies, Corporate Social Responsibility Reporting, Family Business Performance and Succession, Human Resource and Talent Management, Innovation and Knowledge Management, and Political Influence and Corporate Strategies.

Hambrick's recent research papers cover a range of subjects within organizational and management sciences. Notable publications include:

  • Effects of an Advancing Tenure on CEO Cognitive Complexity, 2020, Organization Science
  • How Do Employees React When Their CEO Speaks Out? Intra- and Extra-Firm Implications of CEO Sociopolitical Activism, 2022, Administrative Science Quarterly
  • The Push and Pull of Attaining CEO Celebrity: A Media Routines Perspective, 2021, Academy of Management Journal
  • Beyond the ritualized use of questionnaires: Toward a science of actual behaviors and psychological states, 2020, The Leadership Quarterly
  • The Distinct Effects of Wealth- and CSR-Oriented Shareholder Unrest on CEO Career Outcomes: A New Lens on Settling Up and Executive Job Demands, 2020, Academy of Management Journal

Frequent co-authors collaborating with Donald C. Hambrick include:

  • Adam J. Wowak
  • Jeffrey B. Lovelace
  • Jonathan Bundy
  • Thomas Fischer
  • Gwendolin B. Sajons

Hambrick's work has been published repeatedly in leading academic venues, with frequent appearances in:

  • Academy of Management Proceedings
  • Organization Science
  • Academy of Management Journal
  • The Leadership Quarterly
  • Administrative Science Quarterly

The scientist has been recognized as a Dean of Fellow at the Academy of Management and as a Fellow of the Strategic Management Society, reflecting their engagement with the professional community in strategic management and organizational studies.

Best Publications

  • Upper Echelons: The Organization as a Reflection of Its Top Managers

    Donald C. Hambrick;Phyllis A. Mason

  • Upper Echelons Theory: An Update

    Donald C. Hambrick

  • Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion.

    Sydney Finkelstein;Donald C. Hambrick

  • The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves

    Donald C. Hambrick;Theresa Seung Cho;Ming Jer Chen

  • Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards

    Sydney Finkelstein;Donald C. Hambrick;Albert A. Cannella

  • Upper Echelons: The Organization as a Reflection of its Top Managers

    Phyllis A. Mason;Donald C. Hambrick

  • Managerial discretion: A bridge between polar views of organizational outcomes.

    Donald C. Hambrick;Sydney Finkelstein

  • Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris

    Mathew L. A. Hayward;Donald C. Hambrick

  • It's All about Me: Narcissistic Chief Executive Officers and Their Effects on Company Strategy and Performance:

    Arijit Chatterjee;Donald C. Hambrick

  • Some Tests of the Effectiveness and Functional Attributes of Miles and Snow's Strategic Types

    Donald C. Hambrick

  • Speed, Stealth, and Selective Attack: How Small Firms Differ From Large Firms in Competitive Behavior

    Ming-Jer Chen;Donald C. Hambrick

  • TOP EXECUTIVE COMMITMENT TO THE STATUS QUO: SOME TESTS OF ITS DETERMINANTS

    Donald C. Hambrick;Marta A. Geletkanycz;James W. Fredrickson

  • The external ties of top executives: Implications for strategic choice and performance.

    Marta A. Geletkanycz;Donald C. Hambrick

  • The Seasons of a Ceo's Tenure

    Donald C. Hambrick;Gregory D. S. Fukutomi

  • What is strategic management, really? Inductive derivation of a consensus definition of the field

    Rajiv Nag;Donald C. Hambrick;Ming Jer Chen

  • DIVERSIFICATION POSTURE AND TOP MANAGEMENT TEAM CHARACTERISTICS

    John G. Michel;Donald C. Hambrick

  • Environmental Scanning and Organizational Strategy

    Donald C. Hambrick

  • Top Management Teams

    Donald C. Hambrick

  • High Profit Strategies in Mature Capital Goods Industries: A Contingency Approach

    Donald C. Hambrick

  • Large Corporate Failures as Downward Spirals

    Donald C. Hambrick;Richard A. D'Aveni

  • Top team deterioration as part of the downward spiral of large corporate bankruptcies

    Donald C. Hambrick;Richard A. D'Aveni

Frequent Co-Authors

Sydney Finkelstein
Sydney Finkelstein Dartmouth College
Albert A. Cannella
Albert A. Cannella Texas A&M University
Jiatao Li
Jiatao Li Hong Kong University of Science and Technology
Ming-Jer Chen
Ming-Jer Chen University of Virginia
Abhinav Gupta
Abhinav Gupta Carnegie Mellon University
Charles C. Snow
Charles C. Snow Pennsylvania State University
Timothy G. Pollock
Timothy G. Pollock University of Tennessee at Knoxville
Scott A. Snell
Scott A. Snell University of Virginia
Linda Klebe Treviño
Linda Klebe Treviño Pennsylvania State University
Aparna Joshi
Aparna Joshi Pennsylvania State University

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