Chief Strategy Officers in Top Management Teams
Type
fundamental research project
Start Date
01 July 2010
End Date
30 June 2011
Status
completed
Keywords
Chief Strategy Officers
Top Management Teams
Contingency Theory
Description
We draw upon contingency theory and attempt to study the antecedents and performance consequences of CSO presence in this research project. The overall purpose of the research project is to develop and rigorously test a comprehensive model of CSO presence that integrates prior research and includes various antecedents (environmental, strategic, and structural) and performance effects of CSO presence. To analyze the research questions, we plan to obtain data for a large-scale sample of S&P500 firms from archival sources such as annual reports and financial databases. In addition, we will conduct interviews with CSOs for a discussion of the findings.
Leader contributor(s)
Funder(s)
Topic(s)
-
Method(s)
-
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
64518

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  • Publication
    Chief Strategy Officers: Antecedents and Performance Consequences of Their Presence in Top Management Teams
    (SMS Strategic Management Society, 2010-09-14)
    Menz, Markus
    Drawing upon contingency theory, we analyze the antecedents and performance consequences of chief strategy officer (CSO) presence in top management teams (TMTs). We argue that environmental dynamism, strategic complexity, and structural heterogeneity of the TMT determine the likelihood of CSO presence. Further, we hypothesize that the fit between these conditions and CSO presence improves firm performance. Results from a large-scale sample of S&P 500 firms over a five-year period largely support this contingency perspective in explaining CSO presence and its performance effects. The study contributes to the emerging literature on CSOs and highlights the increasing importance of TMT members other than the CEO.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/95933
  • Publication
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/91216
  • Publication
    Corporate Strategy, Chief Strategy Officer Type, and Firm Performance: A Knowledge Based-View
    (Academy of Management, 2011-08-12)
    Menz, Markus
    ;
    Paroutis, Sotirios
    ;
    Angwin, Duncan
    While scholars have recently started to study chief strategy officers (CSOs), this new role in many firms is still not well understood. This paper sets out to address this challenge by providing a comprehensive study of these strategists using qualitative and quantitative evidence, across industries and across time. As opposed to those of other functional heads, the characteristics and roles of CSOs are much more varied in nature with some focusing upon single activities such as mergers and acquisitions and others being engaged in a wide range of responsibilities relating to a firm's strategy more generally. This empirical observation, based upon interviews with CSOs, gives grounds for enquiry into whether there are specific types of CSOs. Drawing upon the knowledge-based view, we propose a conceptual typology for classifying different types of CSOs distinguished by the extent of firm-specific knowledge and task-specific knowledge. This framework is then tested with data from a unique sample of S&P 500 firms revealing that there are indeed different CSO types and that the presence of a specific type is associated with a firm's corporate strategy
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/93721