School of Business, University of Wisconsin-Madison
Research

 
Professor Mason A. Carpenter

Professor of Strategic Management and the M. Keith Weikel Professor in Leadership


Degree
PhD, University of Texas at Austin

Contact Information:
Mason A. Carpenter
4263 Grainger Hall
975 University Avenue
Madison, WI 53706 USA

mcarpenter@bus.wisc.edu
(608) 262-9449 voice
(608) 262-8773 fax
 
photograph  

Mason A. Carpenter (Ph.D., 1997, UT Austin) is the M. Keith Weikel Professor of Leadership in UW Madison’s Wisconsin School of Business (WI, USA).  His research in strategic management concerns corporate governance, top management teams, social networks, and the strategic management of global startups, and is published widely in leading management and strategy journals.  He is also author of numerous books used in leading undergraduate, MBA, and educutive education courses around the world.  He is Associate Editor of the Academy of Management Review, and serves on the editorial board of the Strategic Management Journal.  At UW he is responsible for the undergraduate, MBA, and ExecMBA courses in business, corporate, and global strategy.  Among others, he has also advised the top management teams and business unit leaders in the areas of strategy formulation, strategy implementation, and strategic change for Fiskars, SABMiller, GE, Harley Davidson, Rockwell International, Vivendi, Kerry Ingredients, Covance, Danisco, Badger Meter, and Banta.  His teaching accomplishments include MBA Professor of the Year, notoriety as one of the two most popular professors in several BusinessWeek MBA program polls, the Larson Excellence in Teaching award from the School of Business and, most recently, a Distinguished Teaching Award from the University of Wisconsin-Madison.  He also works to integrate experiential and behavioral perspectives of strategic management into the classroom through positions on the BPS and SMS Executive Committees, Doctoral and New Faculty BPS consortia, and the widely-used BPS Strategy Teaching Toolkit. 

 
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RESEARCH INTERESTS, 

PUBLICATIONS, & WORK IN PROCESS

Research Interests

Corporate governance, top management teams, the strategic management of global firms, and global new ventures.  VITA.

Refereed Publications

Nyberg, A., Smithey Fulmer, I., Gerhart, B., Carpenter, M.A.  2010. Agency theory revisted: CEO returns and shareholder interest alignment.  Academy of Management Journal, forthcoming.  Read on SSRN http://ssrn.com/abstract=1481927

Carpenter, M.A., J.D. Westphal, & M.L. McDonald. 2009. Corporate governance and knowledge management: How board independence may increase CEO paranoia, and lead to increased Top Management Team Homophily. International Journal of Strategic Change Management, forthcoming.  Read on SSRN http://ssrn.com/abstract=1478064

Haleblian, J., C.E. Devers, G. McNamara, M.A. Carpenter, & R.B. Davison. 2009. Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management, 35: 469-502.  Read on SSRN http://ssrn.com/abstract=1303602

Waller, M., C. Gibson, M.A. Carpenter, & J. Conte.  2007.  Antecedents, consequences, and moderators of time perspective heterogeneity for knowledge management in MNO teams.  Journal of Organizational Behavior.  28: 1005-1034. Full Text (PDF File).

Carpenter, M.A. & J. Seo.  2007.  Strategic refocusing as a pathway to controlling CEO pay.  Current Topics in Management.  M. Rahim, Ed. Transaction Publishers: NY.  Volume 12: 129-152. Full Text (PDF File).

Carpenter, M.A., W.G. Sanders, & M.A. Geletkanycz. 2004.  The upper echelons revisited:  The antecedents, elements, and consequences of TMT composition. Journal of Management. 30: 749-778. Abstract Full Text (PDF File).

Sage Best Paper Award, 2009.

Carpenter, M.A. & W.G. Sanders. 2004.  The effects of top management team pay and firm internationalization on MNC performance. Journal of Management  30: 4: 509-528. (An earlier version of this paper was voted among top-10 papers at 1999 SMS in Berlin). Abstract. Full Text (PDF File).

Reviewed in the Economist, A quick look at noteworthy articles from business journals, June 23, 2004.  Review.

Carpenter, M.A., T.G. Pollock, & M.M. Leary. 2003. Testing a model of reasoned risk-taking: Governance, the experience or principals and agents, and global strategy in high-technology IPO firms. Strategic Management Journal. 24: 803-820.  Abstract. Full Text (PDF File).

        Reprinted in International Entrepreneurship. (2007). Oviatt, B.M. & P.P. Mc Dougall, eds. UK: Edward Elgar Publishing.

Sanders, W.G. & M.A. Carpenter. 2003. Strategic satisficing? A behavioral agency perspective on stock repurchase program announcements. Academy of Management Journal. 46: 160-179. Abstract. Full Text (PDF File).

Carpenter, M.A. & J.B. Wade. 2002. Micro-level opportunity structures as determinants of non-CEO executive pay. Academy of Management Journal Abstract. Full Text (PDF File).

Carpenter, M.A. & W.G. Sanders. 2002. Top management team compensation: The missing link between CEO pay and firm performance? Strategic Management Journal. 23: 4: 367-375.  Abstract. Full Text (PDF File).

Carpenter, M.A. 2002. The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance.  Strategic Management Journal. 23: 3: 275-284. Abstract. Full Text (PDF File).

Waller, M.J., J.M Conte, C.B. Gibson, & M.A. Carpenter. 2001. The impact of individual time perception on team performance under deadline conditions. Academy of Management Review. 26: 4: 586-600. Abstract Full Text (PDF File).

Carpenter, M.A. & J.D. Westphal. 2001. The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making. Academy of Management Journal. 44: 4: 639-660.  Abstract. Full Text (PDF File).

Carpenter, M.A. & J.W. Fredrickson. 2001. Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management Journal. 44: 3: 533-546. Abstract.   Full Text (PDF File).

Carpenter, M.A., W. Sanders, & H. Gregersen. 2001. Bundling human capital with organizational context:  The impact of international assignment experience on multinational firm performance and CEO pay. Academy of Management Journal. 44: 3: 493-512. Abstract. Full Text (PDF File).

Carpenter, M.A.  2000. The price of change: The role of CEO compensation in strategic variation and deviation from industry norms. Journal of Management .  26: 6: 1179-1198. Abstract Full Text (PDF File).

Carpenter, M.A., W. Sanders, & H. Gregersen.  2000.   International experience at the top makes a bottom line difference.  Human Resource Management. Summer/Fall: 39: 2&3: 277-285. Abstract. Full Text (PDF File).

Reprinted as "Two heads are better than one if your company spans the globe."  Research brief inAcademy of Management Executive, summarized by M. Mentzer. 13: 2: 89-90.  Full Text (html file).

Sanders, W. & M.A. Carpenter. 1998. Internationalization and firm governance: The roles of CEO compensation, top team composition, and board structure. Academy of Management Journal. 41: 158-178. Abstract. Full Text (PDF File).

Carpenter, M.A. & Golden, B. 1997. Perceived managerial discretion: A study of cause and effect. Strategic Management Journal. 18: 187-206. Abstract.  

Other Publications

Carpenter, M.A. 2010. The Strategy of Social Networks. NY: Business Expert Press.

Carpenter, M.A., T. Bauer, & B. Erdogan. 2009. Principles of Management: A Behavioral Approach. NY: Flat World Knowledge.

Carpenter, M.A. & W.G. Sanders. 2009. Strategic Management: A Dynamic Perspective, 2/e, NJ: Prentice-Hall. Concepts and Cases. 

Carpenter, M.A. & W.G. Sanders. 2009. Strategic Management: A Dynamic Perspective, 2/e, NJ: Prentice-Hall. Concepts.

Carpenter, M.A. 2007.  The box (invited review). Administrative Science Quarterly.

Carpenter, M.A. & W.G. Sanders. 2008. Strategic Management: An  Integrated StratSim Experience NJ: Prentice-Hall.

Carpenter, M.A. & W.G. Sanders. 2007. Strategic Management: A Dynamic Perspective, 1/e, NJ: Prentice-Hall. Concepts and Cases.  

Carpenter, M.A. & W.G. Sanders. 2007. Strategic Management: A Dynamic Perspective, 1/e, NJ: Prentice-Hall. Concepts.

Carpenter, M.A. & G. Reilly.  2006. Construct and construct measurement in upper echelons research, in Research Methodology in Strategy and Management, D. Ketchen & D. Bergh (Eds.).  NY: Elsevier, Vol. 3, in press.  Full Text (PDF File).

Carpenter, M.A. & A.D. Stajkovic. 2006.  Social network theory and methods as tools for helping business confront global terrorism: Capturing the case and contingencies presented by dark social networks, in Corporate Strategies Under International Terrorism and Adversity, G. Suder (Ed).  U.K.: Edward Elgar Publishing, in press. Full Text (PDF File).

Stajkovic, A., M. Carpenter, & S. Graffin.  2006.  Comparing Managers' Charisma, Social Networks, and Self-Set Career Goals in the US and China.  Academy of Management Best Papers Proceedings Full Text (PDF File).

Carpenter, M.A. 2005. Moving (finally) toward an multi-level model of the upper echelons. Multilevel Issues in Strategy and Methods, Vol 4, A. Dansereau & F. Yammarino (eds)., Holland: Elsevier Press. Oxford, UK.  pp. 239-248. Full Text (PDF File).

Carpenter, M.A. & J.D. Westphal. 1999. A network perspective on how outside directors impact strategic decision making.  Academy of Management Best Papers Proceedings. Organizations and Management Theory division.  Full Text (PDF File).

Sanders, W.G.  & M.A. Carpenter.  1999.   A behavioral perspective of strategic initiative adoption.  Academy of Management Best Papers Proceedings.  Organizations and Management Theory division.  Full Text (PDF File).

Dissertation

Carpenter, M.A. 1997. Top management team characteristics, global strategic change, and firm performance: The moderating role of organizational and environmental context. University of Texas at Austin.  UMI# 9822557 Abstract.

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BPS Teaching Toolkit

With the generous support of colleagues and the UW CIBER, I have compiled a portfolio of stand-alone (1) ice-breakers, (2)  group break-out exercises and (3) teaching tools, (short in duration – 5 to 30 minutes) that are designed to open sessions, spark discussion and debate, polarize students around certain perspectives to illuminate their biases and strategic blindspots, identify gaps between strategy formulation and implementation, and to otherwise promote ongoing participation in strategy, international business, entrepreneurship, and other organizations courses - (domestic or international), undergraduate, MBA, or executive.   A new section, labeled "Games & Simulations," has been added as well to accommodate multi-session and longer experiential exercises. 

Each section contains teaching tools that facilitate the delivery of cases and other course material (and could likely be adapted to many disciplines). Special thanks to those who have contributed to the list -- since this list is "in progress" please keep those suggestions coming!! (send to mcarpenter@bus.wisc.edu)

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