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Chief executives' self-regulation and strategic orientation: A theoretical model

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  • Chiaburu, Dan S.

Abstract

Summary A long-standing issue in strategy research is the relationship between executive individual characteristics, strategic decisions, and resulting outcomes. I refocus upper echelons theory on executives' psychological processes represented by their self-regulation (promotion vs. prevention). Through a set of propositions, I connect executives' self-regulation with strategic processes and outcomes, and discuss the benefit of incorporating promotion and prevention modes of regulation in research focusing on executives.

Suggested Citation

  • Chiaburu, Dan S., 2010. "Chief executives' self-regulation and strategic orientation: A theoretical model," European Management Journal, Elsevier, vol. 28(6), pages 467-478, December.
    • Handle: RePEc:eee:eurman:v:28:y:2010:i:6:p:467-478
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    Cited by:

    1. Gavin M Schwarz & Karin Sanders & Dave Bouckenooghe, 2020. "In the driving seat: Executive’s perceived control over environment," Australian Journal of Management, Australian School of Business, vol. 45(2), pages 317-342, May.
    2. Pankaj C. Patel & Danielle Cooper, 2014. "The harder they fall, the faster they rise: Approach and avoidance focus in narcissistic CEOs," Strategic Management Journal, Wiley Blackwell, vol. 35(10), pages 1528-1540, October.
    3. Kammerlander, Nadine & Burger, Dominik & Fust, Alexander & Fueglistaller, Urs, 2015. "Exploration and exploitation in established small and medium-sized enterprises: The effect of CEOs' regulatory focus," Journal of Business Venturing, Elsevier, vol. 30(4), pages 582-602.

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