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Dan R. Dalton
Indiana University
197Publications
59H-index
15.7kCitations
Publications 197
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#1Frank A. Bosco (VCU: Virginia Commonwealth University)H-Index: 11
#2Herman Aguinis (IU: Indiana University)H-Index: 54
Last.Dan R. Dalton (IU: Indiana University)H-Index: 59
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We assessed presumed consequences of hypothesizing after results are known (HARKing) by contrasting hypothesized versus nonhypothesized effect sizes among 10 common relations in organizational behavior, human resource management, and industrial and organizational psychology research. In Study 1, we analyzed 247 correlations representing 9 relations with individual performance in 136 articles published in Journal of Applied Psychology and Personnel Psychology and provide evidence that correlation...
#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
#1Herman Aguinis (IU: Indiana University)H-Index: 54
#2Ryan K. Gottfredson (IU: Indiana University)H-Index: 12
Last.Gideon P. de Bruin (UJ: University of Johannesburg)H-Index: 17
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We investigate four facets of the post-editorship research performance of journal editors (i.e., number of articles in refereed journals, books, book chapters, and presentations at professional conferences) and their relationship with nonresearch performance at the university (i.e., department, school/college, university) and professional (i.e., professional organizations, journal editorial boards) levels. Our sample included 31 of the 32 journal editors from the mid-1950s to the mid-2000s of Ac...
#1Dan R. Dalton (IU: Indiana University Bloomington)H-Index: 59
#2Herman Aguinis (IU: Indiana University Bloomington)H-Index: 54
We adopt a construct validity lens to provide a critical reexamination of established corporate governance research. In particular, we focus on the body of work relying on the theoretical bases of agency theory and involving boards of directors’ independence, CEO duality, equity holdings, and their relationships to corporate financial performance. We offer a five-step protocol involving the following components: (1) establishing the base rate for the phenomenon in question, (2) evaluating the ex...
#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
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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
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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 ...
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