Dimitrios Georgakakis
Title
Prof. Dr.
Last Name
Georgakakis
First name
Dimitrios
Email
dimitrios.georgakakis@unisg.ch
12 results
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Item type:Publication, Regionalization strategy and performance : The moderating role of industry dynamism and top management team diversityThis paper contributes to the debate about the performance implications of adopting a regional as opposed to a global strategic posture. The aim of this paper is to argue that the performance effects of a regionalization strategy vary based on the characteristics of the industry in which the MNE operates and the composition of its top management team (TMT). This analysis is based on a cross-sectional dataset of 211 large European MNEs headquartered in four Western European economies at the end of 2005. Results show that firms adopting a regional orientation outperform MNEs with global strategic positioning. This positive relationship is less pronounced under conditions of industry dynamism and inter-regional TMT diversity. The study contributes to our understanding of whether and under what conditions MNEs benefit from adopting a regional as opposed to a global strategic posture.Type:journal articleJournal:Multinational Business ReviewVolume:21Issue:1Scopus© Citations 27 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, CEO generalist experience and CEO pay(Academy of Management Conference, 2019-08); ; ; ; Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, When more pays less: CEO career variety and CEO initial compensation(2018-08); ; Studies show that generalist CEOs with high levels of career variety receive higher compensation. Challenging this prevailing assumption, we acknowledge the drawbacks of extensive levels of CEO career variety and predict an inverted U-shaped relationship between CEO career variety and CEO initial compensation. Integrating the generalism and specialization views of human capital, we postulate that, at an initial stage, the merits of increasingly varied human capital increase a CEO’s value and hence promote higher levels of compensation. After a threshold, however, the drawbacks associated with extensive levels of career variety offset its merits, gradually diminishing CEO value and pay.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Guardians of the Previous Regime: Post-CEO Succession Factional Subgroups and Firm Performance(2017-08); Buyl, TineType:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Jack of all trades or master of none? CEO experience variety and firm performance(Academy of Management Meeting, 2017-08); ; Type:conference paper - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, CEO Succession and Firm PerformanceWAVES AND WINDS OF STRATEGIC LEADERSHIP FOR SUSTAINABLE COMPETITIVENESSType:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Top Management Team Faultlines and Firm Performance: Moderating Effects of CEO CharacteristicsResearch indicates that the impact of TMT faultlines on firm performance is equivocal. We address this issue by emphasizing the moderating role of the CEO. Drawing on the categorization-elaboration model (CEM) and the upper echelons perspective, we propose that CEOs with diverse career experience and shared team tenure with other executives are better equipped to reduce the self-categorization costs of TMT faultlines and enhance information processing and performance benefits. Longitudinal data from an unbalanced panel dataset of 109 large European firms between 2005 and 2009 (390 firm-year observations) shows that experience-based TMT faultlines have more detrimental effects on firm performance than socio-demographic TMT faultlines. Our results also demonstrate that CEOs` background characteristics do play a key role in minimizing the severe performance consequences of experience-based TMT subgroups. Theoretical and practical implications of these findings are discussed together with future research directions.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, New CEO origin and firm performance: Moderating effects of CEO similarity and career experienceThis paper seeks a better understanding of the performance implication of CEO succession origin. Drawing on relational demography and information processing theories, we propose that the benefits of outside succession are more likely to outweigh the costs when the outsider CEO: a) is socio-demographically similar to other executive team members and b) has acquired diverse experience from various countries and functional areas throughout his or her career. Data from 97 CEO succession events at large European corporations over a five years period (i.e. 2005 to 2009) show that both socio-demographic similarity and intra-personal career experience diversity of newly appointed CEOs act as optimizing factors that reduce the costs and increase the benefits of outside CEO succession. More generally, our research suggests that the performance effects of CEO succession origin should not be considered in isolation, but in interaction with other individual level attributes of newly appointed CEOs.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Better the devil you know : Intra-firm socialization versus external hiring of dissimilar top management team members(EIBA European International Business Academy, 2011-12-08); ; This paper focuses on the emergence of demographic diversity at the top management team level. We argue that firms consider the pre-appointment socialization context of executive candidates and are more likely to appoint dissimilar executives who have previously worked with the organization, rather than to hire dissimilar applicants externally. Data from executive appointments during 2005-2009 at several hundred large European companies support our hypothesis that firms mitigate the perceived risk of increasing top management team diversity by hiring dissimilar executives from inside the organization. The study extends prior research on how top management team diversity emerges in organizations by highlighting the importance of the pre-appointment socialization context of executive candidates.Type:conference paper