Examining The Effect Of Change In CEO Gender, Functional And Educational Background On Firm Performance And Risk

Elsaid, Eahab

doi:10.19030/jabr.v30i6.8878

Cited by 21 publications

(16 citation statements)

References 31 publications

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“…We measure CEO experience as the CEO's tenure as CEO in previous firms, based on information from proxy statements. We measure CEO education as in Elsaid, Benson and Worrell (), Kish‐Gephart and Campbell (), Elsaid (), Bigley and Wiersema () and Zajac and Westphal (, ), coding those where the highest degree obtained is an undergraduate degree as 1, those where the highest degree obtained is a masters’ level degree or its equivalent as 2 and those where the highest degree obtained is a PhD degree as 3. We measure CEO salary as of the fiscal year following appointment in constant 2014 dollars to control for the effect of inflation.…”

Section: Methodsmentioning

confidence: 99%

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Elsaid

Ursel

2017

British J of Management

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We use the glass cliff to study the appointment and employment duration of 193 female CEOs between 1992 and 2014 in a sample of large, small and mid-size North American firms. Consistent with the glass cliff, we find that women are appointed as CEOs in precarious situations. However, we find female CEOs are 40% less likely to face turnover at any point after appointment than male CEOs. This conflicts with an implication of the glass cliff and differs significantly from existing research which shows that female CEOs have only a slightly lower risk of turnover than male CEOs. Our larger, more recent sample captures changes in the labour market that explain the departure from the results of earlier studies. We find evidence that the lower turnover rate of female CEOs is related to firms' desire to avoid the negative publicity that would accompany their termination, and we also show that greater education has a positive impact on CEO job security.

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Section: Methodsmentioning

confidence: 99%

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Elsaid

Ursel

2017

British J of Management

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“…Sustainability leadership involves building trust and enforcing responsible interactions with people and the environment while also meeting stakeholder needs and promoting generational longevity (Elsaid, 2014;Glick, 2011;Idowu & Louche, 2011). Corporate sustainability provides the checks and balances that are needed to measure the performance outcomes of the overarching CSR principles.…”

Section: Discussionmentioning

confidence: 99%

“…Following Post and Byron (2015), the researcher selected these financial metrics referred to as CFP: return on equity (ROE), return on investment capital (ROIC), return on assets (ROA), and profit. The researcher then used q ratio (overall investment value) and z score (overall investment risk) to add value to the holistic perception of corporation health (Elsaid, 2014). The researcher calculated the Tobin's q values manually according to the method that Smith and Watts (1992) established.…”

Section: Data and Sample Selectionmentioning

confidence: 99%

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Corporate Sustainability: The Impact of Corporate Leadership Gender on Year Over Year Performance

Graham¹

2019

InSITE Conference

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Aim/Purpose: Women continue to be underrepresented in corporate leadership positions in the global market. Research examining the impact of female leadership influence on corporate sustainability over time is limited. This paper contributes to the literature addressing leadership gender, corporate sustainability, and business ethics. Background: Previous literature suggests the long-term effectiveness of corporate sustainability improves when females are in corporate leadership positions because of gender diﬀerences in business strategy and ethical considerations influenced by social roles. Methodology: This quantitative study will examine the relationships between corporate leader-ship gender, financial performance, environmental performance, social performance, and governance performance over four years. A sample of 99 multinational and large corporations participating in the Corporate Sustainability Assessment (CSA) from 2014 to 2017, were selected from the S&P 500 Dow Jones Sustainability North American Composite Index. Contribution: Examining CEO, C-Suite, and Board of Director gender influence on both financial and ESG constructs in a single study is unprecedented. This research also introduces a paradigm shift in defining and analyzing corporate sustainability constructs to create a holistic view for equal consideration of financial and nonfinancial performance. Findings: The evidence suggests the impact of female leaders on year-over-year sustainability is significantly greater than that of their male counterparts across several performance outcomes, industries, and time periods. Due to the small sample size, the effect is small; however, enough information is available to successfully test hypotheses with the proposed holistic approach. Future Research: Corporate sustainability as an area of competitive advantage for women leaders and more global studies focusing on female leadership and corporate sustainability performance over time is needed.

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“…The second branch of research investigates the relation between the selectively of the CEO's education and firm performance. Deary (2004) and Frey and Ditterman (2004) both report that entrance exam scores are strongly correlated with intelligence tests, and hence it may be that CEOs from highly selective schools are better run firms due to the fact that they can process more information (Elsaid, 2014). Moreover, Burt (1992) and Belliveau et al (1996) find that CEOs from more selective schools enjoy stronger ties to government officials which can improve the performance of the firm.…”

Section: Background Motivation and Development Of Hypotheses Ceo Edumentioning

confidence: 99%

Successor CEO Functional And Educational Backgrounds: Influence Of Predecessor Characteristics And Performance Antecedents

Elsaid

Benson

Worrell

2016

JABR

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This study seeks to examine if boards consider CEO educational and functional background when choosing a new CEO. It also examines which factors determine whether the board of directors will seek an incoming CEO with a different educational and/or functional background from that of the current CEO. Using a sample of 832 successions between 1992 and 2009, we found that the outgoing CEO characteristics and the firm characteristics influence the selection of the incoming CEO functional backgrounds. We found an increase in the likelihood of firms hiring incoming CEOs with the same functional backgrounds as the outgoing CEOs. Incoming CEOs with functional backgrounds in engineering/manufacturing are more likely to be hired by research-oriented firms.Incoming CEOs with functional backgrounds in accounting/finance are more likely to be hired by poorly performing firms. We also find that firms are more likely to change the functional background of the successor relative to the predecessor when there has been poor prior performance and the firm has higher institutional investor ownership.

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Examining The Effect Of Change In CEO Gender, Functional And Educational Background On Firm Performance And Risk

Cited by 21 publications

References 31 publications

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Corporate Sustainability: The Impact of Corporate Leadership Gender on Year Over Year Performance

Successor CEO Functional And Educational Backgrounds: Influence Of Predecessor Characteristics And Performance Antecedents

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