Vincent Barker

Edmund P. Learned Professorship
Primary office:
Capitol Federal Hall
Room 3104
University of Kansas


Academic Areas

Strategic Management

Joined the University of Kansas in 2002

Current Activities

My current research focuses on how top managers influence strategy, especially as shaped by their personalities, motivations, backgrounds and understandings of their competitive situations. I am especially interested in extreme cases such as declining organizations where understandings are influenced by pressure and resource constraints. In addition to my own research, I currently serve 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


  • Business Strategy
  • General Management
  • Organizational Change

Teaching Interests

  • Strategic Management
  • General Management
  • Leadership
  • Implementing strategy

Research Interests

  • Top Managers
  • Chief Executives
  • Strategic Change
  • Managerial Cognition
  • Corporate Turnarounds
  • Organizational Decline

Selected Publications

Schepker, D. J., Wangrow, D. B., & Barker, V. L. (2018). Winning isn't everything: An empirical examination of performance, power, and expectations in NBA coach dismissals. Sport Management Review, 21, 333-346.

Schepker, D. J., & Barker, V. L. (2018). How stigmatized are dismissed chief executives? The role of character questioning causal accounts and executive capital in dismissed CEO Re‐employment. Strategic Management Journal, 39(9), 2566-2586.

Oh, W. Y., & Barker, V. L. (2018). Not all ties are equal: CEO outside directorships and strategic limitation in R&D investment. Journal of Management, 44(4), 1312-1337. DOI://

Wangrow, D. Schepker, D. J., & Barker, V. L. (2015). Managerial Discretion: An Empirical Review and Focus on Future Research Directions. Journal of Management, 41, 99-135.

Ndofor, H. Vanevenhoven, J. & Barker, V. L. (2013). Software firm turnarounds in the 1990s: An analysis of reversing decline in a growing, dynamic industry. Strategic Management Journal, 34(9), 1123-1133. DOI:10.1002/smj.2050

Musteen, M. Liang, X. & Barker, V. L. (2011). Personality, Perceptions and Retrenchment Decisions of Managers in Response to Decline: Evidence from a Decision-Making Study. The Leadership Quarterly, 22, 926-941.

McClelland, P. L., Liang, X. & Barker, V. L. (2010). CEO Commitment to the Status Quo: Replication and Extension Using Content Analysis. Journal of Management, 36, 1251-1277.

Barker, V. L., & Mueller, G. C. (2002). CEO Characteristics and Firm R&D Spending. Management Science, 48, 782-801.

Mone, M. A., McKinley, W. A., & Barker, V. L. (1998). Organizational Decline and Innovation: A Contingency Framework. Academy of Management Review, 23, 115-132.

Barker, V. L., & Duhaime, I. M. (1997). Strategic Change in the Turnaround Process: Theory and Empirical Evidence. Strategic Management Journal, 18, 13-38.

Barker, V. L., & Mone, M. A. (1994). Retrenchment: Cause of Turnaround or Consequence of Decline? Strategic Management Journal, 15, 395-405.

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