| CEO characteristics and firm R&D spending VL Barker III, GC Mueller Management science 48 (6), 782-801, 2002 | 2228 | 2002 |
| Organizational decline and innovation: A contingency framework MA Mone, W McKinley, VL Barker III Academy of management review 23 (1), 115-132, 1998 | 1004 | 1998 |
| Strategic change in the turnaround process: theory and empirical evidence VL BARKER III, IM Duhaime Strategic management journal 18 (1), 13-38, 1997 | 914 | 1997 |
| Firm Turnarounds: an Integrative Two‐Stage Model* K Arogyaswamy, VL Barker, M Yasai‐Ardekani Journal of Management Studies 32 (4), 493-525, 1995 | 460 | 1995 |
| Retrenchment: cause of turnaround or consequence of decline? VL Barker, MA Mone Strategic management journal 15 (5), 395-405, 1994 | 424 | 1994 |
| Managerial discretion: An empirical review and focus on future research directions DB Wangrow, DJ Schepker, VL Barker III Journal of Management 41 (1), 99-135, 2015 | 381 | 2015 |
| CEO attributes associated with attitude toward change: The direct and moderating effects of CEO tenure M Musteen, VL Barker III, VL Baeten Journal of Business Research 59 (5), 604-612, 2006 | 319 | 2006 |
| CEO commitment to the status quo: Replication and extension using content analysis PL McClelland, X Liang, VL Barker III Journal of Management 36 (5), 1251-1277, 2010 | 293 | 2010 |
| Organizational causes and strategic consequences of the extent of top management team replacement during turnaround attempts VL Barker III, PW Patterson Jr, GC Mueller Journal of management Studies 38 (2), 235-270, 2001 | 282 | 2001 |
| CEO career horizon and tenure: Future performance implications under different contingencies PL McClelland, VL Barker III, WY Oh Journal of Business Research 65 (9), 1387-1393, 2012 | 236 | 2012 |
| Upper echelons and board characteristics of turnaround and nonturnaround declining firms GC Mueller, VL Barker III Journal of Business Research 39 (2), 119-134, 1997 | 215 | 1997 |
| Some ideological foundations of organizational downsizing W McKinley, MA Mone, VL Barker III Journal of Management Inquiry 7 (3), 198-212, 1998 | 188 | 1998 |
| Software firm turnarounds in the 1990s: An analysis of reversing decline in a growing, dynamic industry HA Ndofor, J Vanevenhoven, VL Barker III Strategic Management Journal 34 (9), 1123-1133, 2013 | 186 | 2013 |
| The mechanistic structure shift and strategic reorientation in declining firms attempting turnarounds VL Barker, MA Mone Human Relations 51 (10), 1227-1258, 1998 | 172 | 1998 |
| Linking top manager attributions to strategic reorientation in declining firms attempting turnarounds VL Barker III, PS Barr Journal of Business Research 55 (12), 963-979, 2002 | 169 | 2002 |
| Board committees in corporate governance: A cross‐disciplinary review and agenda for the future KD Kolev, DB Wangrow, VL Barker III, DJ Schepker Journal of Management Studies 56 (6), 1138-1193, 2019 | 151 | 2019 |
| Top management team tenure and top manager causal attributions at declining firms attempting turnarounds VL Barker III, PW Patterson Jr Group & Organization Management 21 (3), 304-336, 1996 | 143 | 1996 |
| Formal strategic analyses and organizational performance: Decomposing the rational model GC Mueller, MA Mone, VL Barker Organization Studies 28 (6), 853-883, 2007 | 124 | 2007 |
| The influence of CEO tenure and attitude toward change on organizational approaches to innovation M Musteen, VL Barker III, VL Baeten The Journal of Applied Behavioral Science 46 (3), 360-387, 2010 | 103 | 2010 |
| Strategic renewal in times of environmental scarcity A Schmitt, VL Barker III, S Raisch, D Whetten Long Range Planning 49 (3), 361-376, 2016 | 97 | 2016 |
Donald J. SchepkerAssociate Professor of Strategic Management, University of South CarolinaVerified email at moore.sc.edu
