A MULTI-LEVEL ANALYSIS OF THE UPPER-ECHELONS MODEL: PLANTING SEEDS FOR FUTURE RESEARCH Book

abstract

• We thank Carpenter and Dalton and Dalton for their insights on our earlier chapter, and on the promise (and perils) of upper-echelons research in general. We set out to closely examine the levels issues in Hambrick and Mason's ((1984). Academy of Management Review, 9, 193-206.) original upper-echelons model, and the research initiatives that have applied this theoretical framework. We are encouraged by the initial reception that we have received from these authors. We continue to believe that top management teams (TMTs) are an important level of analysis for strategic leadership research, though the original upper-echelons model proposed by Hambrick and Mason cannot be directly applied at the team level. Our reply highlights several joint and individual concerns raised by the articles. We close by reiterating our call for continued analysis of the upper-echelons model. 2005 Elsevier Ltd. All rights reserved.

authors

• Cannella, Albert

author list (cited authors)

• Cannella, A., & Holcomb, T. R.

citation count

• 3

complete list of authors

• Cannella, Albert A Jr||Holcomb, Tim R

publication date

• August 2005

publisher

• Emerald  Publisher

keywords

• 35 Commerce, Management, Tourism And Services
• 3507 Strategy, Management And Organisational Behaviour

Digital Object Identifier (DOI)

• 10.1016/S1475-9144(05)04012-9

International Standard Book Number (ISBN) 10

• 0762312564

International Standard Book Number (ISBN) 13

• 9780762312566

start page

• 263

end page

• 273

volume

• 4

URL

• http://dx.doi.org/10.1016/s1475-9144(05)04012-9