The Role of Human Capital in Postacquisition Ceo Departure.

Buchholtz, Ann K.; Ribbens, Barbara A.; Houle, Irene T.

doi:10.2307/30040642

Cited by 104 publications

(75 citation statements)

References 28 publications

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“…For example, Cannella and Hambrick (1993) analyzed post-acquisition firm performance, and found evidence consistent with negative effects from often involuntary departures of acquired firm top executives that had important firm-specific skills. Buchholtz et al (2001) also have found that following acquisitions, younger executives with less investment in firmspecific human capital were more likely to leave the firm voluntarily. These studies suggest the usefulness of analyzing the relationship between executive turnover and managerial skills.…”

Section: Proposition 8: Superior Managerial Human Capital In Industrimentioning

confidence: 93%

The managerial rents model: Theory and empirical analysis

Castanias

Helfat

2001

Journal of Management

492

177

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Managerial resources, defined as the skills and abilities of managers, are important contributors to the entire bundle of firm resources that enable some firms to generate rents. Here we build on our original analysis (Castanias & Helfat, 1991) and present an expanded classification of managerial resources, elaborate on how this classification relates to the fundamental resource-based characteristics of value, scarcity, inimitability, and difficulty of substitution, and highlight the issue of appropriability of rents from managerial resources. We then move well beyond the original analysis to examine a large number of empirical implications of our model, including many contingency factors, and discuss recent empirical research. Finally, we suggest extensions of the model to include managerial cognition and social capital, and draw implications for resource-based theory more generally.

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Section: Proposition 8: Superior Managerial Human Capital In Industrimentioning

confidence: 93%

The managerial rents model: Theory and empirical analysis

Castanias

Helfat

2001

Journal of Management

492

177

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“…CEOs will accumulate knowledge and experience as they become older (Buchholtz et al, 2003;Henderson et al, 2006). During their career they will have a more refined view of the environment, as well as improve their managerial skills (Henderson et al, 2006;Hermann and Datta, 2006).…”

Section: Experiencementioning

confidence: 99%

The ‘CEO’ Effect on the Performance of Brazilian Companies: An Empirical Study Using Measurable Characteristics

Serra

Tres

Ferreira

2016

European Management Review

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The experience and competence of CEOs may have a positive influence on the performance of firms. Using secondary data on the performance of 73 Brazilian listed companies and primary data collected through a survey of the social and demographic characteristics of CEOs we tested a set of hypotheses concerning the influence of CEOs on the performance of the firms they headed between 1997 and 2012. Specifically, we examined the relationships between CEOs’ experience and competence regarding common accounting indicators. The results indicate that CEOs with diverse experience would not do better in dynamic environments, and that specific experience has a negative effect on performance. Furthermore, CEOs with formal education do not show better short‐term performance, and tenure has an inverted U‐shaped relationship with the firm's performance. This article helps to provide a better understanding of the behavior of Brazilian CEOs by examining their characteristics.

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“…A short horizon limits the returnee's country specific investments in his/her human assets, in the same way as a short tenure limits a CEO's firm specific human capital (Buchholtz, Ribbens, & Houle, 2003). Of course there are still sunk costs when the returnee does leave the country and goes back to the international scene, but these are necessary costs for having an option: Within a relatively short period of time, the returnee can remain highly mobile, while having the option of staying in the country should he/she find opportunities attractive enough.…”

Section: Conclusion: Two Possible Solutionsmentioning

confidence: 99%

Opportunities and challenges for academic returnees in China

2008

Asia Pac J Manag

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The Role of Human Capital in Postacquisition Ceo Departure.

Cited by 104 publications

References 28 publications

The managerial rents model: Theory and empirical analysis

The managerial rents model: Theory and empirical analysis

The ‘CEO’ Effect on the Performance of Brazilian Companies: An Empirical Study Using Measurable Characteristics

Opportunities and challenges for academic returnees in China

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