Go your own way: Exploring the causes of top executive turnover

Andrus, Joel; Withers, Michael C.; Courtright, Stephen H.; Boivie, Steven

doi:10.1002/smj.3020

Cited by 33 publications

(22 citation statements)

References 83 publications

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“…Regulations such as the Sarbanes-Oxley Act hold the TMT legally responsible for risk management and reporting, including information technology risks ( Deloitte, 2004 ). Failure to perform these duties can expose the firm and TMT to liability and litigation ( Andrus et al, 2019 ). This is evidenced in the Target data breach where the President and CEO resigned in the wake of a massive data breach ( Douglas, 2014 ).…”

Section: Cybersecurity Breach Costs and Tmt Attention To Securitymentioning

confidence: 99%

Information security risk assessments following cybersecurity breaches: The mediating role of top management attention to cybersecurity

Shaikh

Siponen²

2023

Computers & Security

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Section: Cybersecurity Breach Costs and Tmt Attention To Securitymentioning

confidence: 99%

Information security risk assessments following cybersecurity breaches: The mediating role of top management attention to cybersecurity

Shaikh

Siponen²

2023

Computers & Security

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“…CEOs set a firm’s overarching vision, strategy, and values and directly impact top executives’ day-to-day job outcomes (Georgakakis et al, 2022). CEOs also evaluate the performance of other top executives, decide executive compensation, and often determine whether a senior manager remains with the firm or is replaced (Andrus et al, 2019). Given their considerable power over managerial job outcomes (Boivie et al, 2021) and the proximity in which top managers work with the leader, CEOs’ diversity stance is readily observable to female executives in the firm.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…4 We included several firm-level controls. A CEO succession event-or a situation in which an incumbent CEO steps down and is replaced by someone else (Kesner & Sebora, 1994)-can influence the dynamics between the CEO and the top executives and lead to executive turnover (Andrus et al, 2019;Schepker et al, 2017). Therefore, we controlled for succession coded as one if the firm experienced a CEO succession event in the prior year up to early 2019 (before the survey date), as reported in Execucomp.…”

Section: Control Variablesmentioning

confidence: 99%

No reason to leave: The effects of CEO diversity-valuing behavior on psychological safety and turnover for female executives.

Dwivedi¹,

Gee²,

Withers³

et al. 2023

Journal of Applied Psychology

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An extensive body of research has shed light on the structural challenges and stereotypic barriers that lead female leaders to exit their organizations. However, we know little about the factors that mitigate these exits. In this study, we advance the literature by examining how the chief executive officers (CEO's) diversity-valuing behavior relates to female executives' likelihood of turnover. We integrate insights from the literature on gender inclusive leadership, turnover, and psychological safety to propose psychological safety as a key underlying mechanism for this outcome. We test and find support for our theory and hypotheses using a unique data set that combines primary survey data and archival data on turnover for a sample of 365 male and female executives from large U.S. public firms. Our findings show that CEO diversity-valuing behavior is associated with psychological safety for female executives and that psychological safety, in turn, mediates the effect on female executive turnover. We do not find these effects in men. Our study contributes to the literature on gender diversity and female leadership by shifting the conversation from discussing barriers constraining women's longevity to how CEOs enable female executives' retention through diversity-valuing behaviors.

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“…To obtain information about corporate board members, we used the BoardEx database (e.g., Andrus et al, 2019). BoardEx provides manually verified biographic data of directors that is free of self-reporting bias and that covers the education and employment of these board members.…”

Section: Sample and Data Sourcesmentioning

confidence: 99%

Once a Founder, Always a Founder? The Role of External Former Founders in Corporate Boards

Terbeck

Rieger

Quaquebeke

et al. 2021

J Management Studies

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Public corporations often appoint external former founders to their boards in hope that they will encourage a (re-)focus on creating future new business. Seeking to investigate this common practice, we integrate upper echelons theory with imprinting theory, arguing that founding a company indeed represents a formative experience that will leave an imprint on founders and their subsequent board decision-making. Subsequent to their founding experience, however, some founders may be subjected to likewise formative but public corporate experiences, for instance, by taking their own business public or by assuming CEO positions in other corporations, that will lead to a decay of the original founding imprint and its effect. We find support for our reasoning across corporate boards in S&P1500 firms ranging from 2000 to 2012.

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Go your own way: Exploring the causes of top executive turnover

Abstract: executive compensation, executive exit, executive labor market, micro foundations, top management teams Replacing an executive entails a time-intensive, costly search process that can range from 90 to 200%

Cited by 33 publications

References 83 publications

Information security risk assessments following cybersecurity breaches: The mediating role of top management attention to cybersecurity

Information security risk assessments following cybersecurity breaches: The mediating role of top management attention to cybersecurity

No reason to leave: The effects of CEO diversity-valuing behavior on psychological safety and turnover for female executives.

Once a Founder, Always a Founder? The Role of External Former Founders in Corporate Boards

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