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Faculty Profile

Highlights
5
Publications
5
H-Index (All Time)
728
Citations (All Time)
Daniel Z. Mack is an accomplished scholar in strategy and entrepreneurship, recognized for his research on organizational change, board diversity, CEO personality, and strategic decision-making, with impactful contributions to both academic theory and business practice.

Bridges theoretical and practical insights in strategic management, emphasizing the interplay between leadership, organizational structure, and innovation; recognized for methodological rigor and relevance to contemporary business challenges; awarded for teaching excellence and scholarly contributions; actively shapes discourse through editorial and reviewer roles.

Focused research areas include Examines how organizational structures, leadership traits (e.g., CEO narcissism), board diversity, and group decision-making influence innovation, strategic responses, and firm outcomes; investigates processes of inclusion, resourcefulness, and scaling in organizations.
Areas of Expertise
Strategy processCorporate strategy
This highlights are AI-generated content using the faculty's CV.

 

EDUCATION

2017

Ph.D. in Management
INSEAD

2011

M.S. in Business Administration
Seoul National University

2008

B.Eng (Hons) in Mechanical Engineering
National University of Singapore

CURRENT APPOINTMENT(S)

2017- Now

Assistant Professor of Strategy and Entrepreneurship
Lee Kong Chian School of Business
Singapore Management University

RESEARCH INTERESTS
  • Corporate strategy and governance
  • Executive decision making
  • Organizing for innovation
  • Stakeholder involvement
  • Strategy making processes

RESEARCH ARTICLES
  • “High Flying Adored: How CEO Narcissism Influences Firms’ Responses to Above-aspiration Performance With Risky Organizational Change” (with Korcan Kavusan, Matthew Mount, and Gokhan Ertug). Strategic Management Journal, conditionally accepted.
  • “Interfaces, Social Information Processing, and Diversity Cascades: How Board Diversity Influences Invention Output” (with Guoli Chen, Po-Hsuan Hsu, Yen Teik Lee, and Gerry George). Research Policy, 2025, 54(1): 105148.
  • “How Deep-level and Surface-level Board Diversity, Formal and Informal Social Structures Affect Innovation” (equal authorship with Guoli Chen, Po-Hsuan Hsu, and Yen Teik Lee). Journal of Management Studies, 2024, 62(1): 65-101. 
  • “Attentional Engagement and Strategic Responses to Discontinuous Environmental Change: Evidence from the US Banking Industry” (with Theresa Cho, and Andrew Yi). Strategic Organization, 22(1): 49- 90, 2024. 
  • “The Differential Effects of CEO Narcissism and Hubris on Corporate Social Responsibility” (with Yi Tang and Guoli Chen), Strategic Management Journal, 2018, 39(5): 1370-1387.
  • “Opening up: How Centralization Affects Participation and Inclusion in Strategy Making” (with Gabriel Szulanski), Long Range Planning, 2017, 50(3): 385-396.

BOOK CHAPTERS
  • “How Centralized Organizations Involve Stakeholders in the Strategy Process” (with Gabriel Szulanski). In A. Nir (Eds.) Centralization: costs and benefits. In-press. Nova Science Publishers: New York. 
  • “Strategic Change and Renewal” (with Quy N. Huy). In I.M. Duhaime, M.A. Hitt, and M.A. Lyles (Eds.) Strategic Management: State of the Field and Its Future: 539-558. 2021. Oxford University Press.