| Rethinking ‘top‐down’and ‘bottom‐up’roles of top and middle managers in organizational change: Implications for employee support MLM Heyden, SPL Fourné, BAS Koene, R Werkman, S Ansari Journal of management studies 54 (7), 961-985, 2017 | 323 | 2017 |
| The conjoint influence of top and middle management characteristics on management innovation MLM Heyden, JS Sidhu, HW Volberda Journal of Management 44 (4), 1505-1529, 2018 | 168 | 2018 |
| Enhancing entrepreneurial orientation in dynamic environments: The interplay between top management team advice-seeking and absorptive capacity S van Doorn, MLM Heyden, HW Volberda Long Range Planning 50 (2), 134-144, 2017 | 154 | 2017 |
| Perceived environmental dynamism, relative competitive performance, and top management team heterogeneity: Examining correlates of upper echelons’ advice-seeking MLM Heyden, S Van Doorn, M Reimer, FAJ Van Den Bosch, ... Organization studies 34 (9), 1327-1356, 2013 | 132 | 2013 |
| Four decades of CEO–TMT interface research: A review inspired by role theory D Georgakakis, MLM Heyden, JDR Oehmichen, UIK Ekanayake The Leadership Quarterly 33 (3), 101354, 2022 | 129 | 2022 |
| Innovating beyond the horizon: CEO career horizon, top management composition, and R&D intensity MLM Heyden, M Reimer, S Van Doorn Human Resource Management 56 (2), 205-224, 2017 | 120 | 2017 |
| Unpacking functional experience complementarities in senior leaders’ influences on CSR strategy: A CEO–Top management team approach M Reimer, S Van Doorn, MLM Heyden Journal of Business Ethics 151, 977-995, 2018 | 109 | 2018 |
| Structural and contextual approaches to ambidexterity: A meta-analysis of organizational and environmental contingencies SPL Fourné, N Rosenbusch, MLM Heyden, JJP Jansen European Management Journal 37 (5), 564-576, 2019 | 107 | 2019 |
| Boards of directors and organizational ambidexterity in knowledge-intensive firms J Oehmichen, MLM Heyden, D Georgakakis, HW Volberda The International Journal of Human Resource Management 28 (2), 283-306, 2017 | 102 | 2017 |
| Board background heterogeneity and exploration‐exploitation: The role of the institutionally adopted board model MLM Heyden, J Oehmichen, S Nichting, HW Volberda Global Strategy Journal 5 (2), 154-176, 2015 | 93 | 2015 |
| Navigating crisis from the backseat? How top managers can support radical change initiatives by middle managers MLM Heyden, R Wilden, C Wise Industrial Marketing Management 88, 305-313, 2020 | 61 | 2020 |
| Coming home and (not) moving in? Examining reshoring firms’ subnational location choices in the United States S Rasel, I Abdulhak, P Kalfadellis, MLM Heyden Regional studies 54 (5), 704-718, 2020 | 35 | 2020 |
| External corporate governance and strategic investment behaviors of target CEOs MLM Heyden, N Kavadis, Q Neuman Journal of Management 43 (7), 2065-2089, 2017 | 34 | 2017 |
| Entrepreneurial orientation and performance: Investigating local requirements for entrepreneurial decision-making S Van Doorn, M Heyden, C Tröster, H Volberda Cognition and strategy 32, 211-239, 2015 | 26 | 2015 |
| Experience maketh the mind? Top management teams’ experiential background and cognitive search for adaptive solutions JS Sidhu, MLM Heyden, HW Volberda, FAJ Van Den Bosch Industrial and Corporate Change 29 (2), 333-350, 2020 | 24 | 2020 |
| Top management team search and new knowledge creation: how top management team experience diversity and shared vision influence innovation MLM Heyden, JS Sidhu, FAJ Van Den Bosch, HW Volberda International Studies of Management & Organization 42 (4), 27-51, 2012 | 23 | 2012 |
| Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership S Van Doorn, MLM Heyden, M Reimer, T Buyl, HW Volberda Long Range Planning 55 (3), 102214, 2022 | 18 | 2022 |
| Managers and management control systems in the strategy process M Reimer, S Van Doorn, MLM Heyden Journal of Management Control 27, 121-127, 2016 | 17 | 2016 |
| Essays on upper echelons & strategic renewal: A multilevel contingency approach M Heyden | 17* | 2012 |
| Paradoxical transparency? Capital market responses to exploration and exploitation disclosure L Matthews, MLM Heyden, D Zhou Research Policy 51 (1), 104396, 2022 | 16 | 2022 |
Sebastiaan Van DoornUniversity of Western AustraliaVerified email at uwa.edu.au
