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Î ÎProgramme highlights
Plenary sessions
Conference Programme
Plenary Session. The Ideologies of Companies and Their Leaders: Implications for Strategy and
Society
Thursday, 5 June 2014. 10.20 - 11.40. VCC. Auditorium I
Keynote speaker:
Donald C. Hambrick. Evan Pugh Professor and Smeal Chaired Professor of Management.
Smeal College of Business Administration, The Pennsylvania State University.
Biographical note
Don Hambrick is Evan Pugh Professor and the Smeal Chaired Professor of Management,
Smeal College of Business Administration, at The Pennsylvania State University. He is
also Bronfman Professor Emeritus, Graduate School of Business, Columbia University. He
holds degrees from the University of Colorado (B.S.), Harvard University (M.B.A.), and The
Pennsylvania State University (Ph.D.).
An internationally recognized management scholar, Don is the author of numerous articles
and books on strategy formulation, strategy implementation, executive psychology,
executive staffing and incentives, the composition and processes of top management
teams, and corporate governance. His book, Navigating Change: How CEOs, Top Teams,
and Boards Steer Transformation, presents leading-edge thinking for executives who are
embarking on corporate change initiatives. Another book, Strategic Leadership: Theory
and Research on Executives, Top Management Teams, and Boards, is extensively used by
scholars of executive leadership.
Don has received an array of major professional awards. The Academy of Management, the
leading worldwide society of management scholars, has given Don its two highest lifetime
achievement prizes: the Distinguished Scholar Award (2008) and the Distinguished Educator
Award (2009). Additionally, he served as President of the Academy of Management (1992-
93) and as Dean of the Fellows of the Academy (2008-11). He has received three honorary
doctorates: the University of Paris (Panthéon-Assas) (Sorbonne) (2010), University of Antwerp
(2013), and Erasmus University (Rotterdam) (2013). Don also has won numerous teaching
awards both at Columbia and Penn State.
Don is also an active consultant and instructor in corporate executive education programs.
His recent clients have included IBM, GE, Pearson, PriceWaterhouseCoopers, Merck, SunLife
Financial, FISERV, Vertafore, the New York Times, ThomsonReuters, and McKinsey.
The Ideologies of Companies and Their Leaders: Implications for Strategy and Society
Executives see strategic issues and options through individualized lenses that are formed,
in part, by their personal belief systems. I will describe a major research program that
examines the many implications of CEOs’ political ideologies on the conservatism-liberalism
dimension. First, based on evidence that CEOs’ political ideologies vary considerably,
I will discuss the effects on an array of firm-level attributes, including corporate social
responsibility (CSR), corporate political behaviour, executive pay egalitarianism, and resource
allocation practices. Second, based on the reality that many organizations, including profitseeking
firms, have prevailing ideological leanings, I will discuss some of the consequences
of (mis)alignment between CEO and organizational ideologies. Finally, at the most macro
level, I will comment on how societal institutional forces can bring about major shifts in the
ideological orientations of entire executive populations.
40 EURAM 2014 • WAVES AND WINDS OF STRATEGIC LEADERSHIP FOR SUSTAINABLE COMPETITIVENESS