Work on CEO succession, boards, executive impact, and the methods behind studying them. Titles link to the published version; PDFs are posted here. Full citation record on Google Scholar.
Journal articles
Jeong, S.-H., Mooney, A., Zhang, Y., & Quigley, T. J. (2023). How do investors really react to the appointment of Black CEOs? Strategic Management Journal, 44(7): 1733–1752. (PDF)
Hu, S., Gentry, R. J., Quigley, T. J., & Boivie, S. (2023). Who’s in the driver’s seat? Exploring firm-level vs CEO-level effects on problemistic search. Journal of Management, 49(4): 1187–1212. (PDF)
Burris, E. R., McClean, E. J., Detert, J. R., & Quigley, T. J. (2023). The agency to implement voice: How target hierarchical position and competence changes the relationship between voice and individual performance. Organization Science, 34(5): 1695–1715. (PDF)
Quigley, T. J., Chirico, F., & Baù, M. (2022). Does the CEO effect on performance differ in private versus public firms? Strategic Organization, 20(3): 652–673. (PDF)
Gentry, R. J., Harrison, J. S., Quigley, T. J., & Boivie, S. (2021). A database of CEO turnover and dismissal in S&P 1500 firms, 2000 to 2018. Strategic Management Journal, 42(5): 968–991. (PDF)
Quigley, T. J., Wowak, A. J., & Crossland, C. (2020). Board predictive accuracy in executive selection decisions: How do initial board perceptions of CEO quality correspond with subsequent CEO career effectiveness? Organization Science, 31(3): 720–741. (PDF)
Quigley, T. J., Hubbard, T. D., Ward, A., & Graffin, S. D. (2020). Unintended consequences: Information releases and CEO stock option grants. Academy of Management Journal, 63(1): 155–180. (PDF)
Quigley, T. J., Hambrick, D. C., Misangyi, V. F., & Rizzi, G. A. (2019). CEO selection as risk-taking: A new vantage on the debate about the consequences of insiders versus outsiders. Strategic Management Journal, 40(9): 1453–1470. (PDF)
Quigley, T. J., Crossland, C., & Campbell, R. J. (2017). Shareholder perceptions of the changing impact of CEOs: Market reactions to unexpected CEO deaths, 1950–2009. Strategic Management Journal, 38(4): 939–949. (PDF)
Quigley, T. J., & Graffin, S. D. (2017). Reaffirming the CEO effect is significant and much larger than chance: A comment on Fitza (2014). Strategic Management Journal, 38(3): 793–801. (PDF)
Quigley, T. J., & Hambrick, D. C. (2015). Has the CEO effect increased in recent decades? A new explanation for the great rise in America’s attention to corporate leaders. Strategic Management Journal, 36(6): 821–830. (PDF)
Hambrick, D. C., & Quigley, T. J. (2014). Toward more accurate contextualization of the CEO effect on firm performance: A new method and implications. Strategic Management Journal, 35(4): 473–491. (PDF)
Quigley, T. J., & Hambrick, D. C. (2012). When the former CEO stays on as board chair: Effects on successor discretion, strategic change, and performance. Strategic Management Journal, 33(7): 834–859. (PDF)
Book chapters and invited contributions
Quigley, T. J. (2024). Building an empirical body of evidence: Developing rapport with reviewers and overcoming skepticism in strategic management research. In Delving Deep: Techniques We Wished We Had Known as Emerging Scholars (Research Methodology in Strategy and Management, Vol. 15), Emerald: 1–22. (PDF)
Blake, A. B., Petrenko, O. V., Quigley, T. J., Hill, A. D., & Panda, A. (2024). The SMART tool: Encouraging standardized and replicable research in management to enhance credibility. In Delving Deep: Techniques We Wished We Had Known as Emerging Scholars (Research Methodology in Strategy and Management, Vol. 15), Emerald: 43–55. (PDF)
Quigley, T. J., Hill, A. D., Blake, A., & Petrenko, O. (2023). Improving our field through code and data sharing. Journal of Management, 49(3): 875–880. Invited editorial. (PDF)
Tim Quigley 