| Dominant CEO, deviant strategy, and extreme performance: The moderating role of a powerful board J Tang, M Crossan, WG Rowe Journal of Management Studies 48 (7), 1479-1503, 2011 | 358 | 2011 |
| CEO duality and firm performance: The moderating roles of other executives and blockholding outside directors J Tang European Management Journal 35 (3), 362-372, 2017 | 135 | 2017 |
| The liability of closeness: Business relatedness and foreign subsidiary performance J Tang, WG Rowe Journal of World Business 47 (2), 288-296, 2012 | 61 | 2012 |
| Are dominant CEOs the saviors of troubled firms? J Tang, M Crossan Long Range Planning 50 (6), 782-793, 2017 | 21 | 2017 |
| CEO self-discipline in power use: A key moderator for the effect of CEO power J Tang European Management Journal 39, 633-644, 2021 | 8 | 2021 |
| Dominant leaders: Heroes or villains? J Tang, M Crossan, WG Rowe Organizational Dynamics, 2019 | 6 | 2019 |
| Dominant CEO, deviant strategy, and extreme performance J Tang ProQuest, 2008 | 6 | 2008 |
| Hamstrung CEOs: The perils and boundary conditions J Tang Long Range Planning 53 (3), 101924, 2020 | 3 | 2020 |
| Institutionalized leadership: Toward a realistic theory of leader effectiveness J Tang, MM Crossan Academy of Management Proceedings 2022 (1), 14120, 2022 | | 2022 |
Mary CrossanIvey Business School - Western UniversityVerified email at ivey.ca
