Timothy J. Quigley, Ph.D.
Affiliations: | 2011 | Pennsylvania State University, State College, PA, United States |
Area:
Management Business AdministrationGoogle:
"Timothy Quigley"Parents
Sign in to add mentor| Donald C. Hambrick | grad student | 2011 | Penn State | |
| (Increased CEO impact or rampant romanticization? Shifts in CEO impact, perceptions of impact, and managerial discretion in the United States, 1950--2009.) | ||||
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Publications
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| Quigley TJ, Hubbard TD, Ward A, et al. (2020) Unintended Consequences: Information Releases and CEO Stock Option Grants Academy of Management Journal. 63: 155-180 |
| Quigley TJ, Wowak AJ, Crossland C. (2020) Board Predictive Accuracy in Executive Selection Decisions: How Do Initial Board Perceptions of CEO Quality Correspond with Subsequent CEO Career Performance? Organization Science. 31: 720-741 |
| Quigley TJ, Hambrick DC, Misangyi VF, et al. (2019) CEO selection as risk‐taking: A new vantage on the debate about the consequences of insiders versus outsiders Southern Medical Journal. 40: 1453-1470 |
| Quigley TJ, Graffin SD. (2017) Reaffirming the CEO effect is significant and much larger than chance: A comment on Fitza (2014) Southern Medical Journal. 38: 793-801 |
| Quigley TJ, Crossland C, Campbell RJ. (2016) Shareholder perceptions of the changing impact of CEOs: Market reactions to unexpected CEO deaths, 1950-2009 Strategic Management Journal |
| Quigley TJ, Hambrick DC. (2015) Has the “CEO effect” increased in recent decades? A new explanation for the great rise in America's attention to corporate leaders Southern Medical Journal. 36: 821-830 |
| Hambrick DC, Quigley TJ. (2014) Toward more accurate contextualization of the CEO effect on firm performance Southern Medical Journal. 35: 473-491 |
| Quigley TJ, Hambrick DC. (2012) When the Former CEO Stays on as Board Chair: Effects on Successor Discretion, Strategic Change, and Performance Southern Medical Journal. 33: 834-859 |