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ASU Electronic Theses and Dissertations


This collection includes most of the ASU Theses and Dissertations from 2011 to present. ASU Theses and Dissertations are available in downloadable PDF format; however, a small percentage of items are under embargo. Information about the dissertations/theses includes degree information, committee members, an abstract, supporting data or media.

In addition to the electronic theses found in the ASU Digital Repository, ASU Theses and Dissertations can be found in the ASU Library Catalog.

Dissertations and Theses granted by Arizona State University are archived and made available through a joint effort of the ASU Graduate College and the ASU Libraries. For more information or questions about this collection contact or visit the Digital Repository ETD Library Guide or contact the ASU Graduate College at gradformat@asu.edu.


In spite of the existence of successful humble CEOs, the current strategic leadership literature has little understanding regarding what humility is and how humble CEOs influence organizational effectiveness by creating a context to motivate managers. After applying the self-concept framework to integrate the humility literature, I proposed four mechanisms through which CEO humility were related to middle manager ambidextrous behaviors and job performance: CEO empowering leadership, empowering organizational climate, top management team integration and heterogeneity. After developing and validating a humility scale in China, I collected survey data from a sample of 63 organizations with 63 CEOs, 327 top management …

Contributors
Ou, Yi, Tsui, Anne S., Kinicki, Angelo J., et al.
Created Date
2011

The study explores the differing roles that a top management team (TMT) and a board play in providing a firm the knowledge to improve its absorptive capacity. Building on the distinction between potential and realized absorptive capacity, initially posited by Zahra and George (2002), I argue that a firm's board of directors and its TMT both act to fill the critical role of knowledge gatekeepers identified by Cohen and Levinthal (1990). But, they play different roles in a firm's efforts to acquire, assimilate, transform and exploit novel information. The engagement of board members with environmental planning through personal experiences as …

Contributors
KIM, JISUN, Hoetker, Glenn, Cannella Jr., Albert A, et al.
Created Date
2018