Session 137

CEO Human Capital: Take a Little off the Top

Track L

Date: Tuesday, October 9, 2012

Track O

Time: 08:00 – 09:15

Paper

Room: Club C


Session Chair:

  • Clint Chadwick, University of Kansas

Title: Exploratory Study of Leadership Styles and Dynamic Capabilities in Sustained High Performing Small Firms

Authors

  • Tiffany Bussey, Morehouse College

Abstract: Despite its significance the small firm remains one of the most poorly understood business entities surrounded by substantial myths and a certain degree of mystery (Gibb, 2000). Research literature largely ignores the issue of Small Medium Enterprises (SMEs) in terms of sources of firm specific advantages. Many strategy scholars are calling for more micro processes research and examination of the critical role of leadership with particular focus on the detail processes and practices which constitute day-to-day activities of organizational life and which relate to strategic outcomes (Miller and Sardais, 2011; Johnson et. al., 2003; Whittington 2003). The focus of this research is an explorative investigation of the complexities of leadership styles and practices and its influence on sustained high performance as a strategic outcome.

Title: Inside/Outside CEO Selection and Organizational Complexity

Authors

  • Yannick Thams, Suffolk University

Abstract: Most CEO succession research suggests that poor organizational performance will prompt CEO selection committees to opt for an outside CEO since the latter is perceived to be more capable to institute organizational change than his/her inside counterpart. While a compelling proposition, empirical results have been mixed prompting scholars to think about contingencies. In this paper, we highlight an important contingency: organizational complexity. We essentially argue that firms dealing with a great deal of complexity are likely to face a tighter external market for executives so the likelihood that they will select an internal candidate will be much increased (even in the case of poor organizational performance). Preliminary results using a sample of Global 500 firms show some support for our propositions.

Title: Insights on Chief Executive Dismissal from a Natural Experiment in the National Football League

Authors

  • Clint Chadwick, University of Kansas
  • Donald Schepker, University of South Carolina

Abstract: Extant research on antecedents of executive dismissal primarily examines how organizational performance and politics affect dismissal. However, a variety of other factors are likely to also impact the evaluation of executives in organizations. Using 28 years of observations from the NFL, we examine how changes in the task environment lead to an increased emphasis on coaching impact and thus altered how NFL coaches are dismissed. Specifically, our results show that organizational performance, coach tenure, and expectations of organizational performance all significantly impact the decision to terminate coaches. With respect to changes in the task environment, our results show that dismissal of head coaches is significantly more likely post-salary cap and that greater stakeholder expectations more strongly predict coach dismissal after the institution of the cap.

Title: Steadying the Ship vs. Charting a New Course: A Bayesian Analysis of a Change in CEO

Authors

  • Mark Hansen, Brigham Young University
  • Lee Perry, Brigham Young University

Abstract: In this paper we examine differences in market performance that firms experience after a change in CEO depending on whether the new CEO maintains or changes the strategic direction of the firm. Specifically we examine the effects of both the strategy execution abilities and the strategy formulation abilities of the new CEO. Whereas prior CEO effect research has focused on structural or CEO characteristics, this research focuses on the abilities of CEOs. Using Bayesian hierarchical modeling and a data set that spans over 20 years for each firm, we show that some CEOs have a positive effect on firm performance because of both execution and formulation skills. Some CEOs have a negative effect because of both types of skills while some have a mixture of positive and negative effects.

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 133: Transitioning from Faculty to Administrator: Building Strategic Human Capital
Sun: 09:30 – 10:45
Session 134: Management Practices across Firms and Countries
Sun: 11:15 – 12:30
Session 135: Linked Employer-Employee Data and Strategic Human Capital Research
Mon: 08:00 – 09:15
Session 144: Stars and Human Capital Flows
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Mon: 13:30 – 14:45
Session 112: CEO and TMT Turnover: Firm Implications
Session 138: Value Creation & Appropriation: Take the money and run
Mon: 16:30 – 17:45
Session 139: Impact of Human Capital Loss: Going Mobile
Tue: 08:00 – 09:15
Session 137: CEO Human Capital: Take a Little off the Top
Tue: 11:00 – 12:15
Session 143: The Strategic Human Capital Process: A look inside the sausage factory
Tue: 14:15 – 15:30
Session 141: Impact of the Acquisition & Loss of Human Capital: Putting a new spin on things
Tue: 15:45 – 17:00
Session 145: Individual Differences & Human Capital-based Advantage: Vive la différence
Tue: 17:30 – 18:45
Session 142: Social Networks & Human Capital: Tying things together
Session 215: CEO Personality and Characteristics Influencing Decision Making

All Sessions in Track O...

Sun: 08:00 – 09:15
Session 119: Strategic Leadership
Sun: 09:30 – 10:45
Session 120: Corporate Governance
Sun: 11:15 – 12:30
Session 122: Strategic Leadership and Corporate Governance Complementarities: Why we Are an IG
Sun: 15:15 – 16:30
Session 107: The Benefits of Experience: Vicarious and Otherwise
Mon: 08:00 – 09:15
Session 106: Why do Firms do Bad Things and What Do We Know about It?
Mon: 09:30 – 10:45
Session 103: Reputation: Organizational and Individual Dimensions
Mon: 13:30 – 14:45
Session 112: CEO and TMT Turnover: Firm Implications
Session 214: CEOs and Leadership
Mon: 16:30 – 17:45
Session 113: Large Shareholders are Doing it for Themselves
Tue: 08:00 – 09:15
Session 115: Board Member Characteristics and Board Diversity
Session 137: CEO Human Capital: Take a Little off the Top
Session 254: Capital Markets and Efficiency
Tue: 11:00 – 12:15
Session 111: Why Boards Look the Way They Do: Director Selection
Session 117: Heterogeneous Owner Types and their Influence
Tue: 14:15 – 15:30
Session 108: CEOs Matter, Don\'t They?
Session 116: Discretion and Compensation
Tue: 15:45 – 17:00
Session 114: Adoption of a Practice and its Implications
Tue: 17:30 – 18:45
Session 118: The TMT as a Unit
Session 215: CEO Personality and Characteristics Influencing Decision Making


Strategic Management Society

Prague