CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty

Crossland, Craig; Zyung, Daniel Jinyong; Hiller, Nathan J.; Hambrick, Donald C.

doi:10.5465/amj.2012.0469

Cited by 312 publications

(355 citation statements)

References 112 publications

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“…Based on previous research (Crossland et al, 2014), participants were asked to report the specific number of different sectors, firms and functional areas that they had worked for on three items, for instance, ''How many different sectors have you worked for since you had your first full-time job?". The Cronbach's alpha coefficient was .71 and the mean score of these three items was used to represent HR managers' career variety.…”

Section: Methodsmentioning

confidence: 99%

Predicting Chinese human resource managers' strategic competence: Roles of identity, career variety, organizational support and career adaptability

Guan

Yang

Zhou

et al. 2016

Journal of Vocational Behavior

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Section: Methodsmentioning

confidence: 99%

Predicting Chinese human resource managers' strategic competence: Roles of identity, career variety, organizational support and career adaptability

Guan

Yang

Zhou

et al. 2016

Journal of Vocational Behavior

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“…Additionally, greater international experience leads to more internationalization (Sambharya, 1996), and CEOs' professional experience diversity leads to greater strategic change and new industry strategy (Crossland, Zyung, Hiller, & Hambrick, 2014).…”

Section: Upper Echelons Theorymentioning

confidence: 99%

Managerial Risk Taking

Hoskisson

Chirico

Zyung³

et al. 2016

Journal of Management

275

132

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Managerial risk taking is a critical aspect of strategic management. To improve competitive advantage and performance, managers need to take risks, often in an uncertain environment. Formal economic assumptions of risk taking suggest that if the expected values for two strategies are similar but one is a greater gamble (uncertain), managers will choose the strategy with a more certain outcome. Based on these assumptions, agency theory assumes that top managers should be compensated or monitored to achieve better outcomes. We review the theory and research on agency theory and managerial risk taking along with theories that challenge this basic assumption about risk taking: the behavioral theory of the firm, prospect theory, the behavioral agency model and the related socioemotional wealth perspective, and upper echelons theory. We contribute to the literature by reviewing and suggesting research opportunities within and across these theories to develop a comprehensive research agenda on managerial risk taking.

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“…One factor they may work to balance is the TMT itself: specifically, matching their own skills with the formal role structure in which they work. Although researchers frequently treat TMT expertise and roles as interchangeable, recent evidence suggests that they are conceptually and empirically distinct (e.g., Beckman & Burton, 2011;Bunderson & Sutcliffe, 2002;Crossland, Zyung, Hiller, & Hambrick, 2014). TMT expertise drives strategic decisions and is a signal to important stakeholders (Beckman, Burton, & O'Reilly, 2007;Boeker, 1997).…”

mentioning

confidence: 99%

Misfit and Milestones: Structural Elaboration and Capability Reinforcement in the Evolution of Entrepreneurial Top Management Teams

Ferguson

Cohen

Burton

et al. 2016

AMJ

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We examine how "top management team (TMT) misfit," or discrepancies between the TMT's functional roles and the qualifications of the managers who fill those roles, affects the evolution of TMT composition and structure in a longitudinal study of entrepreneurial ventures. We distinguish two types of misfit-overqualification and underqualificationand study how each is associated with TMT changes. We further consider the moderating effect of firm development. Results reveal that underqualified TMTs hire new managers to reinforce existing capabilities whereas overqualified TMTs elaborate their role structures. However, achieving developmental milestones (i.e., obtaining venture capital funding and staging an initial public offering) is a critical contingency to TMT change: absent these milestones, firms neither hire new managers nor add roles, even when they seemingly need to do so. These findings contribute to knowledge of how TMTs and new ventures evolve by underscoring the importance of simultaneously attending to TMT composition and structure.

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CEO Career Variety: Effects on Firm-Level Strategic and Social Novelty

Cited by 312 publications

References 112 publications

Predicting Chinese human resource managers' strategic competence: Roles of identity, career variety, organizational support and career adaptability

Predicting Chinese human resource managers' strategic competence: Roles of identity, career variety, organizational support and career adaptability

Managerial Risk Taking

Misfit and Milestones: Structural Elaboration and Capability Reinforcement in the Evolution of Entrepreneurial Top Management Teams

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