Construct · 1 fields · 1 citations
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In strategic management, upper-echelons theory holds that an organisation becomes a reflection of its most senior managers: because executives face more information than they can fully process, their choices are filtered through their own experiences, values, and cognitive frames, so the demographic and psychological make-up of the top team helps predict a firm's strategy and performance. Hambrick and Mason's 1984 Upper echelons: The organization as a reflection of its top managers set out the framework and the observable-characteristics approach that lets researchers proxy those frames. The referent here is a level of organisational command and the people who occupy it, a social-science construct about managerial cognition that shares nothing with a crosswind of cyclists or a staircase of faults but the word 'echelon'.[1]
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