Top managers' career variety and time to the top

Schmid, Stefan; Mitterreiter, Simon

doi:10.1111/emre.12478

Cited by 10 publications

(11 citation statements)

References 140 publications

(216 reference statements)

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“…, 2019; Koch et al. , 2017; Schmid and Mitterreiter, 2021). However, there has been limited investigation into the impact of career paths on other outcomes after individuals reach general manager positions.…”

Section: Discussionmentioning

confidence: 99%

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Optimize your leadership pipeline: leveraging HR analytics for C-suite executive development

Zhu

Wang

Hall

2023

IJM

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PurposeThis paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives.Design/methodology/approachBy combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions.FindingsThis study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover.Originality/valueBy employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.

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Section: Discussionmentioning

confidence: 99%

“…, 2023; Godart et al. , 2015; Schmid and Mitterreiter, 2021; Seibert et al. , 2017), underscoring the significant role of work experience in shaping leadership effectiveness.…”

Section: Theoretical Background and Research Questionsmentioning

confidence: 99%

Optimize your leadership pipeline: leveraging HR analytics for C-suite executive development

Zhu

Wang

Hall

2023

IJM

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“…Ertimur, Rawson, Rogers, and Zechman (2018) showed that when faced with noncompete constraints, specialists were more likely to experience an employment gap than generalists, but the gap lengths did not vary based on generalist versus specialist skill sets. Li and Patel (2019) found that the negative relationship between CEO generalist experience and firm performance was weakened by CEO tenure, while Schmid and Mitterreiter (2021) argued for a negative link between CEO career variety and board tenure.…”

Section: Functional Backgroundmentioning

confidence: 99%

The Background on Executive Background: An Integrative Review

Campbell

Bilgili

Crossland

et al. 2022

Journal of Management

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This study reviews several decades of research on the topic of executive background, defined here as the total of an executive's “experience, knowledge, and education.” We consider work from both management and nonmanagement sources and from both macro and micro sources within management. Our review of 216 published empirical articles is structured around a series of widely studied executive background characteristics and categories, including tenure, functional background, knowledge and education, outsider/insider status, other professional experiences, and experiences outside the workplace. This narrative review is underpinned and informed by an inductively derived framework comprised of five key dimensions that represent distinct ways in which specific experiences can be conceptualized: visibility, timing, frequency, discreteness, and agency. We conclude our narrative review with a quantitative, bibliometric analysis illustrating some of the key patterns within the most recent work in this domain. Finally, we use the insights arising from our review to provide a set of theoretical and methodological recommendations for future work in this area.

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“…However, it is unclear whether our surveyed firm antecedents will have similar effects on the board elite level in other countries. This question is also relevant in light of different and changing career models around the world (e.g., Davoine & Ravasi, 2013; Schmid & Mitterreiter, 2021). Thus, we would welcome future studies that continue in this line of work, as well as studies that move the spotlight to other less‐explored elite contexts.…”

Section: Limitationsmentioning

confidence: 99%

Much ado about diversity? The perpetuation of old elites on corporate boards

Schmid

Roedder

2022

Manage Decis Econ

Self Cite

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Despite ubiquitous diversity pledges, many corporate boards still closely resemble those of the past, in that they are largely composed of directors with distinct elite backgrounds. Our study asks why some firms have more elite boards than others. We draw on elite theory and organizational change and stability literature to argue that the elite's inherent propensity to self‐perpetuate is stronger in firms that are characterized by stability. Our empirical results, based on a Japanese sample, support our claim. We add to the debate on board composition by concluding that the old elite is likely to retain its importance in the future in firms that provide a suitable setting for its perpetuation.

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Top managers' career variety and time to the top

Cited by 10 publications

References 140 publications

Optimize your leadership pipeline: leveraging HR analytics for C-suite executive development

Optimize your leadership pipeline: leveraging HR analytics for C-suite executive development

The Background on Executive Background: An Integrative Review

Much ado about diversity? The perpetuation of old elites on corporate boards

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