Chief strategy officers: Contingency analysis of their presence in top management teams

Markus Menz · Christine Scheef

132 citations0/0 files storedStrategic Management Journal

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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 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 . Copyright © 2013 John Wiley & Sons, Ltd.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 1994The Management of Innovation 1973Designing Complex Organizations 2007Upper Echelons Theory: An Update 1962Strategy and Structure: Chapters in the History of the American Industrial Enterprise

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