Vincent Barker

Vincent Barker
  • Professor
  • Edmund P. Learned Professorship
  • Management and Entrepreneurship academic area

Contact Info

Capitol Federal Hall, Room 3104


Vincent Barker's current research focuses on how top managers influence strategy, especially as shaped by their personalities, motivations, backgrounds and understandings of their competitive situations. He is especially interested in extreme cases such as declining organizations where understandings are influenced by pressure and resource constraints. In addition to his own research, Barker currently serves on the editorial boards of the Strategic Management Journal, Journal of Management Studies and Journal of Business Research.


Ph.D., University of Illinois at Urbana-Champaign
B.B.A., University of Michigan


Teaching interests:

  • Strategic Management
  • General Management
  • Leadership
  • Implementing strategy

Selected Publications

Kolev, K. D., Wangrow, D. B., Barker, V. L., III, & Schepker, D. J. (2019). Board committees in corporate governance: A cross-disciplinary review and agenda for the future [Journal Articles]. Journal of Management Studies, 56, 1138–1193.
Schepker, D. J., & Barker, V. L., III. (2018). How stigmatized are dismissed chief executives? The role of character questioning causal accounts and executive capital in dismissed CEO Re‐employment [Journal Articles]. Strategic Management Journal, 39(9), 2566–2586.
Oh, W. Y., & Barker, V. L., III. (2018). Not all ties are equal: CEO outside directorships and strategic limitation in R&D investment [Journal Articles]. Journal of Management, 44(4), 1312–1337.
Schepker, D. J., Wangrow, D. B., & Barker, V. L., III. (2018). Winning isn’t everything: An empirical examination of performance, power, and expectations in NBA coach dismissals [Journal Articles]. Sport Management Review, 21, 333–346.
Wangrow, D., Schepker, D. J., & Barker, V. L., III. (2015). Managerial Discretion: An Empirical Review and Focus on Future Research Directions [Journal Articles]. Journal of Management, 41, 99–135.
Ndofor, H., Vanevenhoven, J., & Barker, V. L., III. (2013). Software firm turnarounds in the 1990s: An analysis of reversing decline in a growing, dynamic industry [Journal Articles]. Strategic Management Journal, 34(9), 1123–1133.
McClelland, P. L., Liang, X., & Barker, V. L., III. (2010). CEO Commitment to the Status Quo: Replication and Extension Using Content Analysis [Journal Articles]. Journal of Management, 36, 1251–1277.
Barker, V. L., III, & Mueller, G. C. (2002). CEO Characteristics and Firm R&D Spending [Journal Articles]. Management Science, 48, 782–801.
Mone, M. A., McKinley, W. A., & Barker, V. L., III. (1998). Organizational Decline and Innovation: A Contingency Framework [Journal Articles]. Academy of Management Review, 23, 115–132.
Barker, V. L., III, & Duhaime, I. M. (1997). Strategic Change in the Turnaround Process: Theory and Empirical Evidence [Journal Articles]. Strategic Management Journal, 18, 13–38.
Barker, V. L., III, & Mone, M. A. (1994). Retrenchment: Cause of Turnaround or Consequence of Decline? [Journal Articles]. Strategic Management Journal, 15, 395–405.