Margarethe F. Wiersema

Professor, School of Business
Paul Merage School of Business

Ph.D., University of Michigan, Ann Arbor, 1985
M.B.A., University of Michigan, 1977

Phone: (949) 824-5839
Fax: (949) 824-8469

University of California, Irvine
334 GSM
Mail Code: 3125
Irvine, CA 92697
Research Interests
Top Management; Executive Succession; Corporate Strategy
Academic Distinctions
2004/05 International Fellow
Advanced Institute of Management Research
London, United Kingdom

2002 Excellence in Teaching Award
University of California Irvine, Committee on Teaching

1993-1995 Outstanding Teaching Award
Executive M.B.A. Program

1994 Western Academy of Management
Ascendant Scholar

1990-1991 Teaching Excellence Award
Executive M.B.A. Program

1989-1990 Award for Teaching Excellence
Executive M.B.A. Program
Research Abstract
Prof. Wiersema is internationally recognized for her research on the subject of CEOs, top management, and corporate strategy. Prof. Wiersema’s research underscores the importance of senior management and especially the CEO in influencing the strategic direction of an organization. She has published extensively on this topic in the premier journals in the field including the Harvard Business Review, Strategic Management Journal, the Academy of Management Journal, and Administrative Science Quarterly. She has presented numerous talks nationally and internationally on the topics of executives, boards, and corporate strategy to both academic and business audiences.
The Measurement of Corporate Portfolio Strategy: Analysis of the Content Validity of Related Diversification Indexes. Strategic Management Journal, 2003, Vol. 24(1):39-59.

New CEOs and Corporate Strategic Refocusing: How Experience as Heir Apparent Influences Use of Power. Administrative Science Quarterly, 2002, Vol.47:707-727.

Hard Times in the Executive Suite. European Business Forum, 2002/2003, Vol.12:43-48.

Holes at the Top: Why CEO Firings Backfire. Harvard Business Review, 2002, Vol. 80 (12):70-77.

Strategies for Unstructured Competitive Environments: Using Scarce Resources to Create New Markets. In Winning Strategies in a Deconstructing World. Bresser, R. M. Hitt, R. Nixon, and D. Heuskel, Editors. Wiley, 2000: pp. 201-220.

Matching Method to Paradigm in Strategy Research: Limitations of Cross-Sectional Analysis and Some Methodological Alternatives.
Strategic Management Journal, 1999, Vol. 20:625-636.

Strategic Flexibility in Information Technology Alliances: The Influence of Transaction Cost Economics and Social Exchange Theory. Organization Science, 1999, Vol. 10(4): 439-459.
Changing of the Guard: The Influence of CEO Socialization on Strategic Change. Journal of Management Studies,1997. 34(4):561-584.
Demography in Japanese Firms: Group Heterogeneity, Individual Dissimilarity and Top Management Team Turnover. Academy of Management Journal,1993. 36(5):996-1025.
Top Management Team Turnover as an Adaptation Mechanism: The Role of the Environment. Strategic Management Journal, 1993. 14(7):485-504.
Top Management Team Demography and Corporate Strategic Change, Academy of Management Journal, 1992. 35, 1, 91-121.
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