Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process
Abstract
This study reviews research on the social, behavioral, and cognitive influences on CEOs, top management teams (TMTs), and the CEO-TMT interface during strategic decision making. We identify the key issues examined in this research over the past 10 years and relate developments in the field to previous knowledge in this area. We also attempt to identify what constitutes an established body of knowledge in the field and, therefore, areas that need additional examination. Our review indicates that while there has been an explosion of research on the influence of CEO personality and TMT social processes on strategy process, much remains to be done in terms of examining CEO and TMT cognition, particularly at the level of the CEO-TMT interface.
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