Chief Strategy Officers: Antecedents and Performance Consequences of Their Presence in Top Management Teams
Type
conference paper
Date Issued
2010-09-14
Author(s)
Abstract
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.
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.
Language
English
Keywords
Chief strategy officer
top management teams
upper echelons
contingency theory
HSG Classification
contribution to scientific community
Refereed
Yes
Book title
Strategic Management at the Crossroads
Publisher
SMS Strategic Management Society
Publisher place
Chicago
Event Title
30th Strategic Management Society (SMS) Annual International Conference 2010
Event Location
Rome, Italy
Event Date
12.-15.09.2010
Subject(s)
Division(s)
Eprints ID
62458