Determinants of executive beliefs: comparing functional conditioning and social influence
Article first published online: 26 JUL 1999
Copyright © 1999 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 20, Issue 8, pages 763–790, August 1999
How to Cite
Chattopadhyay, P., Glick, W. H., Miller, C. C. and Huber, G. P. (1999), Determinants of executive beliefs: comparing functional conditioning and social influence. Strat. Mgmt. J., 20: 763–790. doi: 10.1002/(SICI)1097-0266(199908)20:8<763::AID-SMJ46>3.0.CO;2-D
- Issue published online: 26 JUL 1999
- Article first published online: 26 JUL 1999
- Manuscript Accepted: 8 JAN 1999
- Manuscript Received: 30 JUN 1997
- executive beliefs;
- functional background;
- social information processing;
- upper-echelon team
Executive beliefs influence strategic decision making in organizations, and thus they ultimately influence organization performance. The factors that might determine upper-echelon executive beliefs, however, have received scant empirical attention; certainly, little is known about their relative influence. In contrast to the oft-asserted influence of functional experiences, our results indicate that beliefs held by upper-echelon executives are better explained with an alternate theoretical model based on social influence. Our pattern of results indicates support for the argument that beliefs are socially reproduced through interaction among executives. Copyright © 1999 John Wiley & Sons, Ltd.