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Catherine M. Dalton
Indiana University Bloomington
92Publications
16H-index
1,983Citations
Publications 92
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#1Dan R. Dalton (IU: Indiana University Bloomington)H-Index: 59
#2Catherine M. Dalton (IU: Indiana University Bloomington)H-Index: 16
Board independence is an important element in the perception of the quality of a firm's governance. This issue, however, can be exacerbated for new ventures because the CEOs are often the founders. For the new venture, then, it is possible that (i) the founder is the CEO, (ii) the founder is also the board chairperson, and (iii) the board is not independent. Importantly, the perceived lack of independent governance in a new venture can adversely affect its relationship with external constituenci...
#1Catherine M. Dalton (IU: Indiana University Bloomington)H-Index: 16
#2Dan R. Dalton (IU: Indiana University Bloomington)H-Index: 59
Board structure refers to whether the chief executive officer (CEO) concurrently serves as chairperson of the board of directors. Board composition refers to the relative proportions of inside (management) and outside directors. While these two board configurations are most salient in the corporate context (i.e., firms whose stock is publicly traded), private firms, too, rely on boards of directors to enhance firm effectiveness. Keywords: board structure; board composition
#1Dan R. Dalton (IU: Indiana University Bloomington)H-Index: 59
#2Herman Aguinis (IU: Indiana University Bloomington)H-Index: 54
Last.Charles A. Pierce (U of M: University of Memphis)H-Index: 30
view all 5 authors...
The file drawer problem rests on the assumption that statistically non-significant results are less likely to be published in primary-level studies and less likely to be included in meta-analytic reviews, thereby resulting in upwardly biased meta-analytically derived effect sizes. We conducted 5 studies to assess the extent of the file drawer problem in nonexperimental research. In Study 1, we examined 37,970 correlations included in 403 matrices published in Academy of Management Journal (AMJ),...
#1Dan R. Dalton (IU: Indiana University)H-Index: 59
#2Catherine M. Dalton (IU: Indiana University)H-Index: 16
Last.John R. BoatrightH-Index: 1
view all 3 authors...
#1Amy J. Hillman (ASU: Arizona State University)H-Index: 29
#2Christine Shropshire (UGA: University of Georgia)H-Index: 7
Last.Catherine M. Dalton (IU: Indiana University Bloomington)H-Index: 16
view all 5 authors...
Each year shareholders, via exercise of their proxy votes, have the opportunity to voice their support or displeasure with firms and director nominees. Examining over 2,000 Fortune 500 director nominees, we explore those indicators available to shareholders at the time of directors' (re)election to provide insight into shareholder discontent with director monitoring. By studying actual voting behaviors, we provide new perspective to understanding director elections as a governance process. Emplo...
#1Herman Aguinis (IU: Indiana University Bloomington)H-Index: 54
#2Charles A. Pierce (U of M: University of Memphis)H-Index: 30
Last.Catherine M. Dalton (IU: Indiana University Bloomington)H-Index: 16
view all 5 authors...
Meta-analysis is the dominant approach to research synthesis in the organizational sciences. We discuss seven meta-analytic practices, misconceptions, claims, and assumptions that have reached the status of myths and urban legends (MULs). These seven MULs include issues related to data collection (e.g., consequences of choices made in the process of gathering primary-level studies to be included in a meta-analysis), data analysis (e.g., effects of meta-analytic choices and technical refinements ...
#1Dan R. Dalton (IU: Indiana University)H-Index: 59
#2Catherine M. Dalton (IU: Indiana University)H-Index: 16
The authors provide two examples of contemporary and contentious issues related to the governance of publicly traded corporations—the composition of boards of directors and the choice of CEO or board chairperson leadership structures. In each case, despite voluminous empirical attention, there is virtually no evidence related to the financial performance of the firm with regard to either of these fundamental elements of firms’ governance structures. The authors suggest that these null results ma...
#1Dan R. Dalton (IU: Indiana University Bloomington)H-Index: 59
#2Catherine M. Dalton (IU: Indiana University Bloomington)H-Index: 16
Continued attention in both the popular and academic press regarding negotiation and the related concepts of influence and persuasion is nothing short of astonishing. The topics on which we focus in this article, however, are rarely—if ever—vetted in such outlets. We venture, with some measure of caution, into the dark side of negotiation: those tactics that may be duplicitous, unethical, and unprincipled. Such tactics provide a quintessential moral hazard, as they are both brutally effective an...
#1Herman Aguinis (IU: Indiana University Bloomington)H-Index: 54
#2Dan R. Dalton (IU: Indiana University Bloomington)H-Index: 59
Last.Catherine M. Dalton (IU: Indiana University Bloomington)H-Index: 16
view all 5 authors...
The authors content analyzed 196 meta-analyses including 5,581 effect-size estimates published in Academy of Management Journal, Journal of Applied Psychology, Journal of Management, Personnel Psychology, and Strategic Management Journal from January 1982 through August 2009 to assess the presumed effects of each of 21 methodological choices and judgment calls on substantive conclusions. Results indicate that, overall, the various meta-analytic methodological choices available and judgment calls...
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