The CEO Performance Effect: Statistical Issues and a Complex Fit Perspective

Daniela Blettner · Fernando R. Chaddad · Richard A. Bettis

49 citations0/0 files storedStrategic Management Journal

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Corporate Finance and Governance Human Resource and Talent Management Organizational Management and Leadership

Abstract

Abstract How CEOs affect strategy and performance is important to strategic management research. We show that sophisticated statistical analysis alone is problematic for establishing the magnitude and causes of CEO impact on performance. We discuss three problem areas that substantially distort the measurement and sources of a CEO performance effect: (1) the nature of performance time series, (2) confounding and (3) the discovery of many interactions associated with the CEO performance effect. We show that the aggregate of empirical research implies complex interdependency as the driver of the CEO performance effect. This suggests a ‘fit’ model requiring new research approaches. Copyright © 2011 John Wiley & Sons, Ltd.

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References

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