Corporate Strategy, Chief Strategy Officer Type, and Firm Performance: A Knowledge Based-View
Type
conference paper
Date Issued
2011-08-12
Author(s)
Abstract
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
Language
English
Keywords
Chief Strategy Officers
Corporate Strategy
Typology
Knowledge Based View
HSG Classification
contribution to scientific community
Refereed
Yes
Book title
West meets East
Publisher
Academy of Management
Publisher place
New York
Start page
38
Event Title
71st Academy of Management Annual Meeting (AOM)
Event Location
San Antonio, USA
Event Date
12.-16.08.2011
Subject(s)
Division(s)
Eprints ID
95425