This is a list of articles
from the intersection of
Top management team composition and impact and Social interactions & networks
Argote L, Ren Y. 2012. Transactive memory systems: a microfoundation of dynamic capabilities. Journal of Management Studies 49(8): 1375-1382.
Brandon DP, Hollingshead AB. 2004. Transactive memory systems in organizations: matching tasks, expertise, and people. Organization Science 15(6): 633-644.
D'Aveni RA, Kesner IF. 1993. Top managerial prestige, power and tender offer response: a study of elite social networks and target firm cooperation during takeovers. Organization Science 4(2): 123-151.
Lewis K, Herndon B. 2011. Transactive memory systems: current issues and future research directions. Organization Science 22(5): 1254-1265.
Park SH, Westphal JD, Stern I. 2011. Set up for a fall the insidious effects of flattery and opinion conformity toward corporate leaders. Administrative Science Quarterly 56(2): 257-302.
Ren Y, Argote L. 2011. Transactive memory systems 1985-2010: An integrative framework of key dimensions, antecedents, and consequences. The Academy of Management Annals 5(1): 189-229.
Ren Y, Carley KM, Argote L. 2006. The contingent effects of transactive memory: when is it more beneficial to know what others know? Management Science 52(5): 671-682.
Stern I, Westphal JD. 2010. Stealthy footsteps to the boardroom: executives' backgrounds, sophisticated interpersonal influence behavior, and board appointments. Administrative Science Quarterly 55(2): 278-319.
Westphal JD, Stern I. 2006. The other pathway to the boardroom: Interpersonal influence behavior as a substitute for elite credentials and majority status in obtaining board appointments. Administrative Science Quarterly 51(2): 169-204.
Westphal JD, Stern I. 2007. Flattery will get you everywhere (especially if you are a male Caucasian): how ingratiation, boardroom behavior, and demographic minority status affect additional board appointments at US companies. Academy of Management Journal 50(2): 267-288.