"CEO Charisma, Environmental Uncertainty, and Organizational Performance" (with Bradley R. Agle, Nandu Nagarajan, and Dhinu Srinivasan). Accepted for publication Academy of Management Journal March, 2005.

"The Changing Role of Education on Managerial Career Attainment," Amy E. Hurley-Hanson, Stefan Wally, Sharon L. Segrest Purkiss, Jeffrey A. Sonnenfeld accepted for publication, Personnel Review Vol. , No. , 2005

"An Examination of the Effects of Early and Late Entry on Career Attainment: The Clean Slate Effect?" (with Amy Hurley, Stefan Wally, Sharon Segrest, and Terri Scandura). Personnel Review. Vol. 32 No.2 2003 (Outstanding Research Article of the Year - Emerald Publishing).

"Creative Resilience and the Mastery of Career Adversity." Book chapter for Career Creativity: Explorations in the Remaking of Work. Ed. Maury Peiperi, Michael Arthur, Rob Goffee, and N. Anand. Oxford Press, June, 2002.

"What Makes Great Boards Great."Harvard Business Review September 2002.

"Deciphering Executive Failures." Book chapter for The 21st Century Executive: Innovative Practices for Building Leadership at the Top. ed. Rob Silzer, Jossey-Bass, San Francisco, 2002.

"Heroic Leaderships Greatest Battle: The Defeat of Disappointment vs. the Disappointment of Defeat." Book chapter for The Future of Leadership: Today's Top Thinkers on Leadership Speak to the Next Generation. Warren Bennis, Gretchen M. Spreitzer, and Thomas Cummings, eds., Jossey-Bass, San Francisco, 2001.

"Pyrrhic Victories: The Cost to the Board of Ousting the CEO" (with Andrew Ward and Karen Bishop). Journal of Organizational Behavior 20:767-781, 1999.

The Changing Role of Leadership in a Networked World: Corporate Real Estate As Community Building Across Brick Walls (with Jennifer Ashley and Benn Konsynski). International Development Research Council, Atlanta, Ga., (to be released 2001).

"Moths to a Flame: The Charismatic Relationship Between Followers and Leaders" (with Andrew Ward and Bradley R. Agle). Journal of Organizational Behavior (submitted 1999).

"Who Matters to CEOs? An Investigation of Stakeholder Attributes and Salience, Corporate Performance, and CEO Values" (with Bradley R. Agle and Ronald K. Mitchell). Academy of Management Journal (October 1999, vol 42, Number 5, pp. 507-525).

Report of the NACD Blue Ribbon Commission on CEO Succession (with Jennifer Ashleyet al.).National Association of Corporate Directors, Washington, D.C., 1998.

"A Study of the Cultural Effects of Industry and Career Systems on Top Executive Perceptions of Ethical Problems" (with Bradley R. Agle). International Journal of Value-Based Management. 11: 73-91, 1998.

"Does It Matter Who Is the Boss? The Substance and Symbolism of Top Leadership." Navigating Change. Donald C. Hambrick, David A. Nadler, and Michael L. Tushman, eds., Harvard Business School Press, 1998.

A Study of the Tournament Model with Female Managers (with Amy Hurley). Women in Management Review. 12 (1) 1997.

"Making a Difference or Making a Buck?" (with Andrew Ward). Directorship. 1997.

"How Leaders Fail." Leader to Leader. The Drucker Foundation and Jossey-Bass Publishers. Winter 1997.

"Does Cream Always Rise to the Top? An Investigation of Career Determinants" (with Amy A. Hurley and Ellen A. Fagenson-Eland). Organizational Dynamics. Autumn 1997.

"The Cost to the Board of Ousting the CEO" (with Andrew Ward and Karen Bishop). Directors & Boards. Summer 1996.

"Concerns at the Top" (with Randall H. Lucius and Michael Reene). Media Studies Journal. Spring/Summer 1996.

Chapter on "The Hawthorne Experiments" for the International Encyclopedia of Business and Management (with Jennifer M. Myatt). International Thomson Business Press, London, 1996.

"Organizational Growth and Employee Advancement: Tracking the Opportunities" (with Amy E. Hurley). Book chapter for Employees, Careers, and Job Creation: Developing Growth-Oriented Human Resource Strategies and Programs, Manuel London, ed., Jossey-Bass, San Francisco, 1995.

"Late Entrants into an Internal Labor Market: Tournament Mobility and the Blank Slate Effect" (with Amy Hurley and T.A. Scandura). Southern Management Association Proceedings. November 1995.

"Being Skillful at Succession" (with Andrew Ward). Directors & Boards. Summer 1995.

"Compensating an Ousted CEO--Implications for Boards" (with Andrew Ward). Directorship. 1995.

"In Search of a Kingdom: Determinants of Subsequent Career Outcomes for Chief Executives Who are Fired" (with John Kimberly and Andrew Ward). Human Resource Management. Spring 1995, Vol. 34, Number 1.

"The Rise to the Top: Is it Really the Cream?" (with Amy Hurley). Careers Division. Academy of Management 55th Annual Meeting. Vancouver, Canada, August 1995.

"The Consequences of CEO Succession." Book chapter for Handworterbuch der Fuhrung (Handbook of Leadership) edited by Alfred Kieser, Gerhard Reber and Rolf Wunderer. Schaffer-Poeschel Verlag, Stuttgart, 1995.

"Determinants of CEO Non-Voluntary Exit" (with Andrew Ward). Proceedings of the Academy of Management 54th Annual Meeting. Dallas, Texas, August, 1994.

"Defining Charismatic Leadership Style - A Study of US CEOs and Their Impact" (with Bradley Agle). Proceedings of the Academy of Management 54th Annual Meeting. Dallas, Texas, August 1994.

"Career Development and Organizational Change in Linking Career and Economic Development: Strategies for Continuing and Re-employment" (with Amy Hurley). Society for Industrial and Organizational Psychology 9th Annual Conference. Nashville, Tennessee, April 1994.

"A Study of the Tournament Model with Female Managers" (with Amy Hurley). Midwest Academy of Management Proceedings. April 1994.

"Demographic, Human Capital & Organizational Determinants of Career Attainment" (with Amy Hurley). Research Methods Division. Conference on Causal Modeling. West Lafayette, Indiana, March 1994.

"Diverse Approaches To Managing Diversity" (with Catherine Ellis). Human Resource Management Journal. Spring 1994, Vol. 33, Number 1, pp. 79-109.

"Overcoming the Legacy of the Departed King" (with Andrew Ward). Leaders Magazine. April 1994 Issue.

"Determinants of CEO Re-Entry: What Happens to the Displaced CEO in Non Routine Executive Departure Events." Human Resource Management Journal. special issue, November 1994.

"Strategic Challenges and Service Sector Response: An Industry Specific Approach." Journal of Organization Change Management. 4.1 (1991): 30-41.

"Succession Planning Across Corporate Societies." ASTD/Career Development. Spring 1991: 2.

"Athena was as Much a Woman as Aphrodite." Harvard Business Review. Jan./Feb. 1991: 159-160.

"The Parting Patriarch of a Family Firm." Family Business Review. 2.4 Winter 1989: 355-375.

"Career Systems Profiles and Strategic Staffing." The Handbook of Career Theory, Douglas T. Hall, Barbara Lawrence and Michael Arthur, eds., Cambridge: Cambridge University Press, 1988.

"Chief Executive Exit: The Hero's Reluctant Retirement." The Executive Effect: Current Research on Top Leadership, Donald C. Hambrick, ed., Greenwich: JAI Press, 1988.

"Continued Work Contribution in Late Career." Fourteen Steps in Managing an Aging Work Force, Helen Dennis, ed., Lexington: Lexington Books, 1988.

"Corporate Career Systems and Individual Career Profiles: A Longitudinal Analysis" (with Maury Peiperl and John Kotter). Proceedings of the Academy of Management 48th Annual Meeting. Anaheim, California 1988.

"The Man Who Stands Alone" (with Arvind Bhambri). New Management. 4.4 (1987): 29-33.

"Staffing Policy as a Strategic Response: A Typology of Career Systems" (with Maury Peiperl). Academy of Management Review. October 1988.

"When the Old Gods Won't Let Go." Across the Board. XIII.12 December 1986.

"Working Knowledge: Charting a New Course for Training" (with Cynthia Ingols). Organizational Dynamics. Autumn 1986: 63-79.

"Heroes in Collision: Chief Executive Retirement and the Parade of Future Leaders." Human Resource Management. 25 Summer 1986: 305-333 (reprinted in Leadership Succession, Stewart D. Friedman, ed., New Brunswick: Transaction Press, 1987).

"Personal Uses of Career Management." The Career Bulletin. Columbia University Career Center, 3.3 (1986): 4-7.

"Education at Work: Demystifying the Magic of Training." HRM: Trends and Challenges, Richard Walton and Paul Lawrence, eds., Cambridge: Harvard Business School Press, 1985. 285-317.

"The Maturation of Career Theory" (with John Kotter). Human Relations. 35.1 (1982): 19-46.

"Dealing with an Aging Work Force." Harvard Business Review. 56.6 Nov.-Dec. 1978: 81-92. (Reprinted in four books including Managing Career Development, Marilyn Morgan, ed., New York: Van Nostrand, 1980. 158-170).

"Organization Structure and Corporate Social Performance: A Field Study in Two Contrasting Industries" (with Arvind Bhambri). Academy of Management Journal. Sep.-Nov. 1988.

"Untangling the Muddled Management of Public Affairs." Business Horizons. Nov.-Dec. 1984: 67-76.

"Managing Corporate Public Affairs: A Comparative Study of Forest Products and Insurance" (with Arvind Bhambri). Proceedings of the Academy of Management 44th Annual Meeting. Boston, 1984. 334-338.

"Structure, Culture, and Performance in Public Affairs." Research in Corporate Social Performance, and Policy, Lee Preston, ed., Volume 4. Greenwich: JAI Press, 1982. 105-127.

"Public Affairs Executives: Orators or Communicators?" Public Relations Review. VIII.3 Fall 1982: 3-16.

"Executive Apologies for Price Fixing: Role Biased Perceptions of Causality." Academy of Management Journal. 24.1 (1981): 192-198.

"Executive Differences in Public Affairs Information Gathering." Proceedings of the Academy of Management 41st Annual Meeting. New York, 1982. 371-375.

"Improving Corporate Sensitivity to Public Issues." Forest Planning. December 1981: 6-10.

"Why do Companies Succumb to Price Fixing?" (with Paul R. Lawrence). Harvard Business Review. 56.4 July-Aug. 1978: 145-157. (Reprinted in Social Forces and the Manager, William Allen and Louis Bragnaw, eds., New York: John Wiley, 1985).

Managing Career Systems: Channeling the Flow of Executive Careers. Homewood, Illinois: Richard D. Irwin, 1984.

Managing Career Systems, Teaching Manual. Homewood, Illinois: Richard D. Irwin, 1985.

This text, case and readings volume includes roughly 100 pages of my own text, 20 of my own cases (out of 40) and five of my own readings. This is the first case and text to take a comprehensive look at the linking of the processes which guide the flow of personnel through the firm from entry, development, utilization, to eventual exit. It is written for use in MBA classrooms and for managers seeking background material in designing career systems for their organizations.

Career Management: An Introduction to Self-Assessment, Career Development, and Career Systems. Modules in Management Series. Chicago: Science Research Associates, 1984. This mini-text serves as the basis of an advanced undergraduate level module, graduate level module, or management seminar intended to expose students to the three basic components of career management.

1. Career Systems & Company Life Stages

"AD Frasier and the Atlanta Committee for the Olympic Games," 1996 The creation, high growth , crisis management, and phase down of a large events organization. The response to the bombing of Centennial Olympic Park is examined along with the leadership challenges of running a 25,000 employee temporary organization of global prominence and impact. "Ricardo Martinez and the National Highway Traffic Safety Administration," 1996 The leadership challenges of reshaping the nation’s regulation of one the largest industries in the United States. The agency had oversight on product safety in manufacturing and design of vehicles, accident investigation, education and injury prevention, and trade tariff compliance. "Federated Department Stores" (A) and (B) Emory Business School Case, Fall 1991 This case reviews the efforts of Federated Department Stores to address the long-term challenge of integrating a loose confederation of department store chains into a more effective multi-store enterprise while in the midst of a highly publicized bankruptcy reorganization plan. Special emphasis is placed on the career experience and identification of talented buyers in the divisions for greater corporate contribution. "The Hay Group" Emory Business School Case, Fall 1991 This case looks at The Hay Group in the aftermath of a leveraged buy-out that took this revered U.S. consulting firm away from the British firm of Saatchi & Saatchi and back into the hands of its partners. The case also reviews the company's investigation of its internal climate and leadership style. Particular consideration is given to the development of various types of internal professionals. "Herman's Sporting Goods" Emory Business School Case, Fall 1991 A review of the management's effort to restore this "asset held for disposal" to a leading force in the sporting goods industry. This case looks at the Team Herman's concept which overhauled the culture and career systems at Herman's. Particular attention is given to the role of the CEO, Robert J. Corliss, in leading this effort. "Holiday Inn Worldwide" (A) and (B) Emory Business School Case, Fall 1991 This series details the changes enacted by Bass, PLC to inject a fresh culture into a once dominant, but now stagnant Holiday Inn Worldwide. It also compares Holiday's current strategy to the principles set forth by its founder, Kemmons Wilson. Additionally, the series looks at the efforts of Mike Leven, President of the Franchise Hotels division, to lead the organization through this transformation. "Public Broadcasting Service" Emory Business School Case, Fall 1991 This case investigates the development of leaders in the non-profit world of public television. Specific attention is given to the question of how these leaders would affect the development of one of the most diverse organizations in America. "Trust Company" Emory Business School Case, Fall 1991 This case analyzes the impact of post-merger integration on the careers of affiliate presidents. Special emphasis is on internal career paths in a prominent community institution. "Spy" (A) and (B) Emory Business School Case, Fall 1990 This series looks at the challenge of keeping a highly creative, avant garde culture fresh as its leaders and professionals age and its market matures. "Citibank" Emory Business School Case, Fall 1990 This case provides an example of the implementation of a cross-functional initiative within the functional organization of Citibank. A project, the "Hallmark" initiative, created a high quality service bank which required the "best of the best" employees in Citibank's Northeast Retail Banking Group. Among the issues covered by this case are the leadership and career systems changes needed for this initiative. "ESPN" (A) and (B) Emory Business School Case, Fall 1990 This series presents the question of leadership succession and organizational structure created by a CEO's departure. The series also examines the effect of management styles on the resulting career systems and organizational structure. "Hi-Fi Buys" Emory Business School Case, Fall 1990 This case examines an entrepreneurial retailer, Jeffrey Snow, the president and principal owner of Hi-Fi Buys, and his role in the future of the company. Specifically, the case reviews his management style and the career systems needed to develop the organization. "Hyatt" (A) and (B) Emory Business School Case, Fall 1990 This series examines the career systems at Hyatt and their role in enforcing the Hyatt culture. "Ogilvy Mather" Emory Business School Case, Fall 1990 This case looks into the culture of Ogilvy & Mather, an advertising agency whose creativity has been dulled by its acquisition by the WPP Group. It presents the culture created by founder David Ogilvy and the effect of a tight-fisted corporate parent. "Digital Equipment Corporation" Emory Business School Case, Fall 1989 This case analyzes the career systems at Digital and provides one individual's experience with those career systems. It also reviews the effect of low growth upon the training effort at Digital. "Hewitt Associates" Emory Business School Case, Fall 1989 "United Parcel Service" (A) and (B) HBS Case Services #9-488-016 and #9-488-017 This case series looks at the significance of the UPS career system in contributing to the firm's 80 years of success. In particular, it highlights the reliance upon hiring only at entry level, internal promotion, the development of generalists rather than specialists, and the creation of high commitment within a highly controlled system. The series also looks at the firm's challenge from new competitors which has led to the need to quickly assimilate new types of professional expertise at high levels. New information technologies, the movement into air transportation from ground transportation, and the expansion abroad are featured as part of the strategic shift. "Note on Human Resource Flows: Career Systems and Strategic Staffing" This class note summarizes my research findings regarding distinct types of career systems. It clusters staffing patterns into four approaches after first explaining the basic building blocks of career systems (e.g. entry, development, and exit). The four approaches are based on the degree of a firm's reliance on internal versus external sources of staffing, and the emphasis on group contribution versus individual contribution as criteria for assignments and promotions. Written with Maury Peiperl. "Investech" HBS Case Services #9-484-031 This case takes a comprehensive look at the straining components of a career system, which has not kept pace with the changing needs of a once high growth software firm. Hiring, development, and firing are all central in this case while a strong backdrop of interpersonal conflict is provided as well. Slowed growth, the coming of mid-life, and the inability of the entrepreneur to control all aspects of the operation comprise the fundamental contextual elements. "Transcom" (A) HBS Case Services #9-483-071 The perspective of an experienced chief executive of a young, successful firm which manufacturers telecommunications equipment as they confront an attractive merger opportunity. The case provides background on the chief executive, his firm, and the potential parent firm. Written with James J. Dowd. "Transcom" (B) HBS Case Services #9-483-072 In the aftermath of the delicate and seemingly thorough merger discussions, the post-agreement integration of a small high technology firm and a large parent in a different industry cause career difficulties for many types of executives. Written with James J. Dowd. "The Weston Company: Amherst Plant" This case looks at the difficulty of managing late career blue collar workers and supervisors in an aging, soon to close, plant of a major U.S. manufacturer. Written with Pamela Posey. "PDI" HBS Case Services #9-482-004 Career strains in a high growth professional service firm where the promotion pressures stretch the competence and resources of candidates for promotion to partner. Written with Wendy Vittori, Cliff Darden, and John Davis.

2. The Components of Career Systems

"Hart Schaffner & Marx" HBS Case Services #9-482-045 A capsulization of the management recruitment policies of a major garment manufacturer and retailer. The assignment process for placing new recruits is also examined. Written with Liora Katzenstein. "Flowtrol" (A) HBS Case Services #9-484-003 An older entrepreneur faces the difficult decision of selecting his successor from within his industrial equipment firm or turning to an outside executive search process. Profiles of internal and external candidates are provided. Written with Alice Morgan. "Flowtrol" (B) HBS Case Services #9-484-004 The difficulties of a recently hired COO from the outside are explored. Special emphasis is given to the concerns of the CEO before releasing the reign of power to this COO. Written with Alice Morgan. "Union Carbide Corporation: Career Development in Africa and the Middle East" HBS Case Services #9-483-061 The management development needs perceived by the chairman of the Africa Middle East Division are responded to through a process of diagnosis, delivery, and evaluation. The quality of this process is considered. Written with James J. Dowd. "Rawson Company, Inc." HBS Case Services #9-482-044 A look at the internal and external staffing of a large corporate training department in a major U.S. firm. Written with Pamela Posey. "Wane Division of the American Instruments Company" (A) HBS Case Services #9-483-058 This case presents a profile of the development of a large scale career development program in the face of difficult company conditions. Written with Peter Blanck. "Wane Division of the American Instruments Corporation" (B) HBS Case Services #9-483-094 The diffusion of a large scale career development program throughout a division is explored. Different perceptions of designers and participating executives are offered. Written with Peter Blanck and James J. Dowd. "Note on Training and Education in Business" HBS Case Services #9-482-099 A description of the use and scale of corporate education in U.S. industry. Written with Mary Lou Balbaky. "Note on Executive Search, Counseling, and other Placement Services" HBS Case Services #9-482-026 An introduction to the roles of various categories of intermediaries in the job marketplace. Written with David Fisher and Gregory Kenny. "Note on Career Planning in Industry" HBS Case Services #9-483-050 A review of the purpose and contents of the growing number of corporate sponsored career planning programs. Written with Peter R. Blanck.

3. Career Systems & Individual Life Stages

"Adam Aron" (A) HBS Case Services #9-482-100 A young successful middle manager considers leaving Pan American World Airways due to crises in the firm and in the industry. Written with David Fisher. "Adam Aron" (B) HBS Case Services #9-483-040 A young successful manager within a struggling major company (Pan Am) described his reactions to various attractive job options. "Robert Goldfarb" (A) HBS Case Services #1-481-096 The efforts of a young public broadcasting station manager to retain his job and the station's FCC license following a community group sit-in to protest station practices. Written with Liora Katzenstein and Joseph Chavarly. "Robert Goldfarb" (B) HBS Case Services #1-481-175 The retrospective views of a broadcasting station manager and of a key member of the board of directors with regard to a major community assault on the station. Written with Joseph Chavarly. "Patrick J.J. Rich" HBS Case Services #9-483-031 The chief executive of Alcan Canada lays out his job options within the parent company and considers how to best plan for the next phase of his career- whether within or outside the firm. Personal assessment data on career values are provided. Written with Peter D. Blanck and James J. Dowd. "C. Edward Acker" HBS Case Services #9-482-100 This case looks at a mid-career shift of a chief executive from Air Florida to Pan American World Airways. Written with Gregory Kenny. "Ted Helmhotz Role Script" and "Allen Watkins Role Script" HBS Case Services #9-482-042 and # 9-482-041 These brief background sheets are to set up a tense interchange between an unhappy protege and a suspicious mentor within an investment bank.

4. Career Systems & their Societal Context

"Tony Santino" (A) HBS Case Services #9-482-045 The career risks and personal consequences of an executive's resolution of a legal and ethical dilemma. Implications for job search, mentoring, support systems, whistle-blowing, and internal ombudsman feedback channels are considered. "Tony Santino" (B) HBS Case Services #9-482-046 The career risks, career costs, and personal consequences of an executive's manner of resolving an ethical and legal dilemma. The case highlights the importance of this manager's sense of professional integrity and dignity. "Betsy Morgan" (A) HBS Case Services #9-481-093 The difficult situation of a young female bank executive who is sexually harassed by her boss while stationed abroad and her fears of heightening barriers to her career advancement by protesting further than she has already done. Written with Arthur Turner and Liora Katzenstein. "Betsy Morgan" (B) HBS Case Service #9-481-094 The retrospective views of a young woman bank executive on her handling of a prolonged sexual harassment by her boss while serving on a foreign assignment. Written with Liora Katzenstein and Arthur Turner.