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Andrew Henderson - The University of Texas at Austin, McCombs School of Business. Austin, TX, US

Andrew Henderson Andrew Henderson

Associate Professor, Department of Management | The University of Texas at Austin, McCombs School of Business


Corporate governance, leadership and innovation, executive compensation, decision theory, change management, and strategy


Areas of Expertise (10)

Corporate Governance Decision Theory Organizational Change and Redesign Organizational Design Strategic Management Executive Compensation Ceo Compensation Technological Change Leadership Strategy Managing High-Technology Firms


Andrew D. Henderson is an educator and researcher who looks at why great companies are superior performers, why some companies are better at fostering innovation than others, and the principles of effective leadership in the C-suite. He studies the factors that encourage and enable technological change, and he has looked at executive compensation and its impact on company performance and decision processes.

Henderson is an associate professor of management, and the J. Anderson Fitzgerald Centennial Faculty Fellow at the McCombs School of Business, The University of Texas at Austin. Previously, he taught at the Graduate School of Business at Columbia University, and was a project manager and R&D scientist with IBM.

His research areas are compensation, corporate governance, decision theory, organizational change and redesign, organizational design, and strategic management. Henderson is widely published among the top strategic management journals, and a frequently invited speaker, including multiple presentations at annual meetings of the Academy of Management.





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Education (3)

The University of Texas at Austin: Ph.D., Strategic Management 1996

The University of Texas at Austin: M.B.A., Business Administration 1990

Rice University: B.Sc., Electrical Engineering 1982

Media Appearances (3)

The Perils of the Chief Who Stays Too Long at the Top

Financial Times  online


“People who get to the top tend to be both skilled and pretty fortunate, which gives them a certain level of self-confidence and makes them less open to new ways of thinking,” says Andrew Henderson

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When Bad Luck Is a Crime

The Wall Street Journal  online


"If you have a large number of players in a game in which luck plays a major role, then some players will assemble seemingly impressive winning records by chance alone."

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The 7 Secrets of Really, Really Lucky Companies

Boston Globe  print


According to their analysis of 13 of the most influential business success books, three quarters of the purportedly great companies had track records that could just as easily have been explained by the vicissitudes of random chance.

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Articles (6)

Andrew D. Henderson Citations Google Scholar


Listing of top scholarly works by Andrew D. Henderson.

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How Long Must a Firm Be Great to Rule Out Chance? Strategic Management Journal


We benchmark how long a firm must perform at a high level to be confident that it is something other than the outcome of a time-homogeneous stationary Markov chain defined on the state space of percentiles.

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How Quickly do CEOs Become Obsolete? Industry Dynamism, CEO Tenure, and Company Performance Strategic Management Journal


We argue that the opportunities for adaptive learning are limited because (1) a CEO assumes office with a relatively fixed paradigm that changes little thereafter; (2) inertia limits the speed at which an organization can align itself with a new CEO's paradigm; and (3) for any within-paradigm learning to occur, the external environment must be stable enough so that the cause–effect relationships that CEOs glean today remain relevant tomorrow.

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Top Management Team Coordination Needs and the CEO Pay Gap: A Competitive test of Economic and Behavioral Views Academy of Management Journal


We found that although economic theory was a better predictor of the size of CEO pay gaps, there was a balance between the economic and behavioral views as predictors of firm performance.

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Firm Strategy and Age Dependence: A Contingent View of the Liabilities of Newness, Adolescence, and Obsolescence Administrative Science Quarterly


Overall, this study suggests that multiple patterns of organizational age dependence may simultaneously exist within a single population.

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Information-Processing Demands as a Determinant of CEO Compensation Academy of Management Journal


Chief executive compensation was higher in firms whose diversification strategy, approach to technology, and top management team structure placed particularly high information-processing demands on their CEOs.

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