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  1. Finkelstein, S. and Cooper, C. L.  2009. “Introduction.”  In Cooper, C. L. and Finkelstein, S. (Eds.), Advances in Mergers and Acquisitions, Volume 8, New York: Emerald, i-x.

  2. Campbell, A., Whitehead, J., and Finkelstein, S. 2009. “Why good leaders make bad decisions,” Harvard Business Review, February, 60-66. Reprinted in HBR’s 10 Must Reads On Emotional Intelligence, Harvard Business Review Press, 2015, 59-70.

  3. Kim, J. and Finkelstein, S.  2009. “The effects of strategic and locational complementarity on acquisition performance: Evidence from the U.S. commercial banking industry, 1989-2001,” Strategic Management Journal, 30: 617-646.

  4. Finkelstein, S. 2009. Why is Industry Related to CEO Compensation? A Managerial Discretion Explanation,” Open Ethics Journal, 3: 42-56.

  5. Finkelstein, S., Whitehead, J., and Campbell, A. 2009. “How inappropriate attachments can drive good leaders to make bad decisions,” Organizational Dynamics, http://dx.doi.org/10.1016/j.orgdyn.2009.02.007.

  6. Finkelstein, S., Whitehead, J., and Campbell, A. 2009. “How emotional tagging can push leaders to make bad decisions,” Ivey Business Journal, January/February, http://www.iveybusinessjournal.com/article.asp?intArticle_ID=807.

  7. Finkelstein, S.  2009. “What boards need to know:  Early warning signs that provide insight to what is really going on in companies.”  In Conger, J. (Ed.) Boardroom Realities.  San Francisco: Jossey-Bass.

  8. Finkelstein, S. and Cooper, C. L.  2008.  “Introduction.”  In Cooper, C. L. and Finkelstein, S. (Eds.), Advances in Mergers and Acquisitions, Volume 7, New York: Emerald, 1-3. 

  9. Finkelstein, S., Harvey, C. and Lawton, T. 2008. “Vision by design: A reflexive approach to enterprise regeneration.” Journal of Business Strategy, 29 (2): 4-13.

  10. Cooper, C. L. and Finkelstein, S.  2007.  “Introduction.”  In Cooper, C. L. and Finkelstein, S. (Eds.), Advances in Mergers and Acquisitions, Volume 6, Oxford: Elsevier, ix-x. 

  11. Finkelstein, S. and Peteraf, M. A. 2007. “Managerial activities: A missing link in managerial discretion theory,” Strategic Organization, 5: 237-248.

  12. Lawton, T., Finkelstein, S., and Harvey, C., 2007.  “Taking by storm: a breakout strategy,” Journal of Business Strategy, 28 (2): 22-29.

  13. Finkelstein, S. 2006.  “Why smart executives fail: Four case histories of how people learn the wrong lessons from history,” Business History, 48 (2): 153-170 (lead article).

  14. Finkelstein, S. and Jackson, E. 2006.  “Reducing risk,” Leadership Excellence, 23 (4): 9.

  15. Cooper, C. L. and Finkelstein, S.  2006.  “Introduction.”  In Cooper, C. L. and Finkelstein, S. (Eds.), Advances in Mergers and Acquisitions, Volume 5, Oxford: Elsevier, pages 1–7. 

  16. Quinn, J.B., Anderson, P.C., and Finkelstein, S. 2005.  "Leveraging intellect."  Academy of Management Executive, 19(4): 78-94 (<p style="margin-left: 40px; margin-right:40px">Reprinted in “Classic Articles from AME;” originally published in 1996).

  17. Boyd, B. K., Finkelstein, S., and Gove, S. 2005.  “Determinants of accumulation advantage,” Strategic Management Journal, 26: 841-854.

  18. Finkelstein, S. and Jackson, E. 2005.  “Immunity from implosion: Building smart organizations,” Ivey Business Journal, September/October, 1-7.

  19. Finkelstein, S. 2005.  “When bad things happen to good companies: Strategy failure and flawed executives,” Journal of Business Strategy, 26 (2), 19-28.

  20. Hambrick, D. C., Finkelstein, S., Cho, T. S., and Jackson, E.M.  2005. “Isomorphism in reverse: Institutional theory as an explanation for recent intraindustry heterogenization and increased managerial discretion.”  In B. Staw and R. Kramer (Eds.), Research in Organizational Behavior, 26: 307-350, Greenwich, CT: JAI Press. 

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