A CEO-Adviser Model of Strategic Decision Making
提出CEO-顾问模型作为介于CEO个人决策与高管团队决策之间的战略决策模式，探讨情境如何影响正式与非正式顾问系统的使用及顾问选择，对高层管理研究有启发。
Upper echelons research has emphasized decision making either by individual CEOs or by teams of top managers. The authors introduce the CEO-Adviser model as an intermediate model of strategic decision making. The CEO-Adviser model leads to new propositions that have not been explored through the individual CEO or top management team models concerning how context affects the use of formal versus informal advisory systems and how advisers are selected.