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Christine Scheef
Title
Prof. Dr.
Last Name
Scheef
First name
Christine
Email
christine.scheef@unisg.ch
Phone
+41 71 224 71 36
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1 - 10 of 12
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PublicationChief Strategy Officers: Contingency Analysis of Their Presence in Top Management TeamsDrawing upon contingency theory, we analyze the antecedents and performance consequences of chief strategy officer (CSO) presence in top management teams (TMTs). We argue that strategic and structural complexity affects the decision to have a CSO in the TMT and its effect on firm performance. The results of a sample of S&P 500 firms over a five-year period reveal that diversification, acquisition activity, and TMT role interdependence are positively associated with CSO presence. However, we also find that the structural choice to have a CSO in the TMT does not significantly affect a firm's financial performance. This first systematic analysis of CSO presence informs research on CSOs and contributes to the emerging literature on TMT structure.Type: journal articleJournal: Strategic Management JournalVolume: 35Issue: 3DOI: 10.1002/smj.2104
Scopus© Citations 84 -
PublicationPowerplay in the C-Suite: How the Chief Strategy Officer's Perceived Discretion is Constrained by other Top ManagersChief strategy officers (CSOs) often perceive a varying degree of managerial discretion. We develop and test a model on how structural, expert, and prestige power affect the CSO's perception of discretion across different decision domains and its consequences for the firm's strategy. Using archival and unique survey data of 116 CSOs of European firms, we find some support for these relationships, however, notably, reveal that these effects depend on the power of other top managers, specifically the CEO and the chief operating officer (COO). By considering individual-level differences in the CSO's perception of discretion as well as the powerplay with other top managers, the study contributes to research on managerial discretion and functional top managers.Type: conference paper
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PublicationThe Power of Strategy: When Chief Strategy Officer Power in the Top Management Team MattersWhile firms increasingly choose to have a chief strategy officer (CSO) in the top management team (TMT), the influence of this executive varies considerably across firms. Drawing upon upper echelons research, we argue that the CSO's structural power in the TMT is positively associated with firm performance and that its benefits are contingent upon the TMT's cognitive diversity and the structural need for such a position. Based on a sample of 184 CSOs in S&P 500 firms, we find that CSO power in the TMT is not advantageous per se, but that the TMT's composition and structure - TMT functional heterogeneity, TMT age heterogeneity, TMT divisionalization, and chief operating officer presence - affect the relationship between CSO power and firm performance.Type: conference paper
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PublicationDo Strategists Matter? Sources and Consequences of Chief Strategy Officer's Perceived DiscretionIn our study, we develop and test a conceptual model of the individual-level sources and consequences of the chief strategy officer's (CSO's) perceived discretion in different organizational situations. Using archival and unique survey data of 121 CSOs of European firms, we find that the variation in the perceptions of discretion is partially a consequence of the CSO's structural and expert power as well as of the CSO's cultural power distance. We also find that the CSO's perceived discretion negatively affects firm performance, however, only in situations in which the CSO actually has little discretion. The study contributes to research on managerial discretion by extending the analysis to the individual level and by considering the discretion of an important senior executive other than the CEO.Type: conference paper
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PublicationI’ve Got the Power! Chief Strategy Officer’s Influence Within the FirmWe build on intraorganizational power literature to study the influence of the chief strategy officer (CSO) within organizations. We argue that the CSO's individual characteristics - structural power, expert power, and prestige power - as well as institutional forces of the firm's environment - cultural power distance and industry power level - affect the extent of the CSO's actual power over a broad range of strategic decisions. Further, we hypothesize that the CSO's actual power is positively associated with firm performance. An analysis of survey and archival data of 104 European firms reveals that the host country's cultural power distance and the industry's power level, however, not the CSO's individual characteristics, determine the CSO's actual power within the firm. Moreover, we find that firms benefit from powerful CSOs.Type: conference paper
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PublicationType: conference paper
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PublicationPerformance Effects of Owner Identity and Diversification: An Agency-Theoretic AssessmentRecent research suggests that owners such as institutions, families, and corporations have distinct characteristics. While these differences seem to have implications for a firm's corporate strategy and performance, empirical evidence is still sparse. We address this gap with a study of the combined effect of owner identity and diversification on firm performance. Drawing upon agency theory, we argue that owners differ in their incentives to monitor, costs of monitoring, and abilities to monitor a firm's management and, therefore, prefer different diversification strategies. Further, we propose that the fit between owner identity and diversification strategy benefits firm performance. Results from a large-scale sample of 643 US firms over an eight-year period largely support our hypotheses.Type: conference paper
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PublicationType: book section
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PublicationType: newspaper articleJournal: St. Gallen Wings of Excellence Award 2013Issue: NA
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PublicationType: newspaper articleJournal: St. Gallen Wings of Excellence Award 2012Issue: NA