How to cite this paper
Rahimnia, F., Nazemi, S & Moradian, Y. (2014). Investigating the effect of connectivity of top management team on their resilience.Management Science Letters , 4(9), 1973-1980.
Refrences
Bandura, A. (1997). Self-efficacy: The Exercise of Control. W.H. Freeman, New York.
Barrick, M. R., Bradley, B.H., & Colbert, A.E. (2007). The moderating role of top management team interdependence. Implication for real teams and working groups. Academy of Management Journal, 50, 544-557.
Bonanno, G. A. (2004). Loss, trauma, and human resilience: have we underestimated the human capacity to thrive after extremely aversive events?. American Psychologist, 59, 20-28.
Cameron, K., Mora, C., Leutscher, T., & Calarco, M. (2011). Effect of positive practices on organizational effectiveness. Journal of Applied Behavioral Science, 47, 266-308.
Carmeli, A., Friedman, Y., & Tishler, A. (2013). Cultivating a resilience top management team: The importance of relational connections and strategic decision comprehensiveness. Safety Science, 51, 148-159.
Carmeli, A., Gelbard, R., & Gefen, D. (2010). The importance of innovation leadership in cultivating strategic fit and enhancing firm performance. The Leadership Quarterly, 21, 339-349.
Carmeli, A., & Markman, G.D. (2011). Capture, governance, and resilience. Strategy implications from the history of Rome. Strategic Management Journal, 32, 322-341.
Carmeli, A., & Schaubroeck, J. (2006). Top management team behavioral integration decision quality, and organizational decline. The Leadership Quarterly, 17, 441-453.
Carmeli, A., & Schaubroeck, J. (2008). Organizational crisis-preparedness: The importance of learning from failures. Long Range Planning, 41, 177-196.
Carmeli, A., & Sheaffer, Z. (2008). How learning leadership and organizational learning from failures enhance perceived organizational capacity to adapt to the task environment. Journal of Applied Behavioral Science, 44, 468-89.
Carmeli, A., & Spreitzer, G.M., (2009). Trust, connectivity and thriving: implications for innovative behaviors at work. Journal of Creative Behavior, 43, 169-191.
Carver, C.S. (1998). Resilience and thriving: Issues, models, and linkages. Journal of Social Issues, 45, 245-266.
Chakravarthy, B. S. (1982). Adaptation: a promising metaphor for strategic management. Academy of Management Review, 7, 35-44.
Chen, G., Gully, S.M., & Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational Research Methods, 4, 62-83.
Dutton, J. E. (2003). Energize your work place. How to build and sustain high-quality connections at work. Jossey-Bass Publishers, San Francisco.
Dutton, J. E., & Heaphy, E.D., (2003). The power of high-quality connections at work. Positive Organizational Scholarship, 263-278
Fergus, S., & Zimmerman, M.A. (2005). Adolescent resilience: a framework for understanding healthy development in the face of risk. Annual Review Public Health, 26, 399-419.
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden and built theory of positive emotions. American Psychologist, 56, 218-226.
Hambrick, D. C. (1994).Top management team groups: A conceptual integration and reconsideration of the "team" label. Research in Organizational Behavior, 171-214.
Hambrick, D., & Finkelstein, S. (1987). Managerial discretion: a bridge between polar views on organizations. Research in Organizational Behavior, 9, 369-406.
Hambrick, D. C., & Mason, P.A., (1984). Upper echelons theory: the organization as a reflection of its top management. Academy of Management Review, 9, 193-206
Kahn, W. A. (2001). Holding environment at work. Journal of Applied behavioral Science, 37, 260-279.
Kahn, W. A. (2007a). Commentary: positive relationship in groups and communities. Lawrence Erlbaum Associates, Mahwah, NJ, 189-207.
Kahn, W. A. (2007b). Meaningful connections: positive relationships and attachments at work. Lawrence Erlbaum Associates, Mahwah, NJ, 189-207.
Lengnick-Hall, C. A., & Beck, T.E. (2005). Adaptive ?t versus robust transformation: how organizations respond to environmental change. Journal of Management. 31(5), 738-757.
Li, J. T., & Hambrick, D.C. (2005). Factional group: a new vantage on demographic faultiness, conflict, and disintegration in work teams. Academy of Management Journal, 48, 794-813.
Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the performance of business teams: a nonlinear dynamics model. American Behavioral Scientist, 47, 740-765.
Masten, A. S., & Reed, M.J. (2002). Resilience in development. In: Snyder. Handbook of Positive Psychology. Oxford University Press, New York, 74-88.
Powley, E. H. (2009). Reclaiming resilience and safety: resilience activation in the critical period of crisis. Human Relations, 62, 1289-1326.
Ragins, B. R., & Dutton, J.E. (2007). Positive relations at work: an introduction and invitation. Lawrence Erlbaum Associates, Mahwah, NJ, 1-25.
Smith, K. G., Smith, K.A, Olian, J.D., Sims, H.P., O & apos; Bannon, D.P., & Scully, J.A. (1994). Top management team demography and process: the role of social integration and communication. Administrative Science Quarterly, 39, 94-121.
Sutcliffe, K. M., & Vogus, T.J. (2003). Positive Organizational Scholarship: foundations of a new discipline. Barrett-Koehler, San Francisco, 94-121.
Weick, K. E., & Sutcliffe, K.M. (2001). Managing the unexpected: Assuring high performance in the age of complexity.
Woods, D. D., & Branlat, M. (2010).Hollnagel & apos; s test: being & apos; in control of & apos; highly interdependent multi-layered networked systems. Cognition, Technology & Work, 12, 95-101.
Woods, D. D., & Branlat, M. (2011). Basic patterns in how adaptive systems fail. Resilience engineering in practice. Ashgate, Farnham, UK, 127-144.
Wreathall, J. (2006). Properties of resilient organizations: an initial view. Resilience engineering: Concepts and Percepts. Ashgate, Farnham, UK, 275-285.
Barrick, M. R., Bradley, B.H., & Colbert, A.E. (2007). The moderating role of top management team interdependence. Implication for real teams and working groups. Academy of Management Journal, 50, 544-557.
Bonanno, G. A. (2004). Loss, trauma, and human resilience: have we underestimated the human capacity to thrive after extremely aversive events?. American Psychologist, 59, 20-28.
Cameron, K., Mora, C., Leutscher, T., & Calarco, M. (2011). Effect of positive practices on organizational effectiveness. Journal of Applied Behavioral Science, 47, 266-308.
Carmeli, A., Friedman, Y., & Tishler, A. (2013). Cultivating a resilience top management team: The importance of relational connections and strategic decision comprehensiveness. Safety Science, 51, 148-159.
Carmeli, A., Gelbard, R., & Gefen, D. (2010). The importance of innovation leadership in cultivating strategic fit and enhancing firm performance. The Leadership Quarterly, 21, 339-349.
Carmeli, A., & Markman, G.D. (2011). Capture, governance, and resilience. Strategy implications from the history of Rome. Strategic Management Journal, 32, 322-341.
Carmeli, A., & Schaubroeck, J. (2006). Top management team behavioral integration decision quality, and organizational decline. The Leadership Quarterly, 17, 441-453.
Carmeli, A., & Schaubroeck, J. (2008). Organizational crisis-preparedness: The importance of learning from failures. Long Range Planning, 41, 177-196.
Carmeli, A., & Sheaffer, Z. (2008). How learning leadership and organizational learning from failures enhance perceived organizational capacity to adapt to the task environment. Journal of Applied Behavioral Science, 44, 468-89.
Carmeli, A., & Spreitzer, G.M., (2009). Trust, connectivity and thriving: implications for innovative behaviors at work. Journal of Creative Behavior, 43, 169-191.
Carver, C.S. (1998). Resilience and thriving: Issues, models, and linkages. Journal of Social Issues, 45, 245-266.
Chakravarthy, B. S. (1982). Adaptation: a promising metaphor for strategic management. Academy of Management Review, 7, 35-44.
Chen, G., Gully, S.M., & Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational Research Methods, 4, 62-83.
Dutton, J. E. (2003). Energize your work place. How to build and sustain high-quality connections at work. Jossey-Bass Publishers, San Francisco.
Dutton, J. E., & Heaphy, E.D., (2003). The power of high-quality connections at work. Positive Organizational Scholarship, 263-278
Fergus, S., & Zimmerman, M.A. (2005). Adolescent resilience: a framework for understanding healthy development in the face of risk. Annual Review Public Health, 26, 399-419.
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden and built theory of positive emotions. American Psychologist, 56, 218-226.
Hambrick, D. C. (1994).Top management team groups: A conceptual integration and reconsideration of the "team" label. Research in Organizational Behavior, 171-214.
Hambrick, D., & Finkelstein, S. (1987). Managerial discretion: a bridge between polar views on organizations. Research in Organizational Behavior, 9, 369-406.
Hambrick, D. C., & Mason, P.A., (1984). Upper echelons theory: the organization as a reflection of its top management. Academy of Management Review, 9, 193-206
Kahn, W. A. (2001). Holding environment at work. Journal of Applied behavioral Science, 37, 260-279.
Kahn, W. A. (2007a). Commentary: positive relationship in groups and communities. Lawrence Erlbaum Associates, Mahwah, NJ, 189-207.
Kahn, W. A. (2007b). Meaningful connections: positive relationships and attachments at work. Lawrence Erlbaum Associates, Mahwah, NJ, 189-207.
Lengnick-Hall, C. A., & Beck, T.E. (2005). Adaptive ?t versus robust transformation: how organizations respond to environmental change. Journal of Management. 31(5), 738-757.
Li, J. T., & Hambrick, D.C. (2005). Factional group: a new vantage on demographic faultiness, conflict, and disintegration in work teams. Academy of Management Journal, 48, 794-813.
Losada, M., & Heaphy, E. (2004). The role of positivity and connectivity in the performance of business teams: a nonlinear dynamics model. American Behavioral Scientist, 47, 740-765.
Masten, A. S., & Reed, M.J. (2002). Resilience in development. In: Snyder. Handbook of Positive Psychology. Oxford University Press, New York, 74-88.
Powley, E. H. (2009). Reclaiming resilience and safety: resilience activation in the critical period of crisis. Human Relations, 62, 1289-1326.
Ragins, B. R., & Dutton, J.E. (2007). Positive relations at work: an introduction and invitation. Lawrence Erlbaum Associates, Mahwah, NJ, 1-25.
Smith, K. G., Smith, K.A, Olian, J.D., Sims, H.P., O & apos; Bannon, D.P., & Scully, J.A. (1994). Top management team demography and process: the role of social integration and communication. Administrative Science Quarterly, 39, 94-121.
Sutcliffe, K. M., & Vogus, T.J. (2003). Positive Organizational Scholarship: foundations of a new discipline. Barrett-Koehler, San Francisco, 94-121.
Weick, K. E., & Sutcliffe, K.M. (2001). Managing the unexpected: Assuring high performance in the age of complexity.
Woods, D. D., & Branlat, M. (2010).Hollnagel & apos; s test: being & apos; in control of & apos; highly interdependent multi-layered networked systems. Cognition, Technology & Work, 12, 95-101.
Woods, D. D., & Branlat, M. (2011). Basic patterns in how adaptive systems fail. Resilience engineering in practice. Ashgate, Farnham, UK, 127-144.
Wreathall, J. (2006). Properties of resilient organizations: an initial view. Resilience engineering: Concepts and Percepts. Ashgate, Farnham, UK, 275-285.