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Dimitrios Georgakakis
Title
Prof. Dr.
Last Name
Georgakakis
First name
Dimitrios
Email
dimitrios.georgakakis@unisg.ch
Now showing
1 - 10 of 20
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PublicationThe Curse of Extremes: Generalist Career Experience and CEO Initial Compensation(Sage Publ., 2020-05)
;Peck, SimonStudies argue that generalist CEOs are more valued by the market for executive labor and receive higher initial compensation. Challenging this prevailing assumption, we acknowledge the drawbacks of extensive career mobility and predict an inverted U-shape relationship between CEO generalist career experience and CEO initial compensation. Integrating the generalism and specialization views of human capital, we postulate that at an initial level, the acquisition of experience-breadth from different firms and industries enables CEOs to broaden their knowledge-base, obtain a variety of skills, and thus increase their labor-market value and initial compensation. After a threshold, however, the accumulation of extensive levels of career generalism through frequent job-hopping across firm and industry contexts gradually causes a lack of experience-depth and insufficient career specialization – thereby triggering lower CEO market-value and initial pay. Data from 197 CEO appointments in large publicly traded firms support our predictions. Our results also show that the observed inverted U-shape relationship varies with factors nested at different layers of context – highlighting the contingent nature of this area of research.Type: journal articleJournal: Journal of ManagementIssue: online firstScopus© Citations 25 -
PublicationTop Management Team Faultlines and Firm Performance: Examining the CEO-TMT InterfacePrior research indicates that the relationship between top management team (TMT) faultlines and firm performance is equivocal. We shed new light on this topic by highlighting the moderating role of the CEO–TMT interface. Analyzing data from large international firms over the period 2005–2009 (347 firm-year combinations), we find that the performance effect of knowledge-based TMT faultlines is significantly altered when the leader of the TMT (i.e., the CEO): (a) socio-demographically resembles incumbent executives, (b) possesses a diverse career background, and (c) shares common socialization experience with other TMT members. Overall, our research reveals that different dimensions of the CEO-TMT interface play a pivotal role in determining the performance effects of knowledge-based TMT subgroups. Implications for upper echelons theory, team diversity, and strategic leadership research are discussed.Type: journal articleJournal: The Leadership QuarterlyVolume: 28Issue: 6
Scopus© Citations 124 -
PublicationCEO Succession Origin and Firm Performance: A Multilevel StudyThere has been much controversy concerning the relationship between outside CEO succession origin and firm performance. Some scholars take the organizational-adaptation view to highlight the benefits of outside succession; yet others adopt the organizational-disruption view to pose the selection of an outsider CEO as a disruptive and disadvantageous event for organizations. In this study, we develop an integrated multilevel framework that reconciles these opposing perspectives and examines the conditions under which the benefits of outside CEO succession outweigh the costs. Data from 109 CEO succession events in large international firms show that the performance advantages of outside succession materialize when the new CEO: (a) socio-demographically resembles incumbent executives, (b) possesses variety of experience, and (c) is hired by a well-performing firm operating in a munificent industry. Overall, our research demonstrates that the performance implications of new CEO origin should not be considered in isolation, but in interaction with multilevel characteristics.Type: journal articleJournal: Journal of management studies : JMSVolume: 54Issue: 1DOI: 10.1111/joms.12194
Scopus© Citations 98 -
PublicationToo much of a good thing: Does international experience variety accelerate or delay executives' career advancement?This study integrates the contradictory predictions of human-capital and social-network perspectives about the relationship between executives' international experience and speed of career advancement. We postulate that these perspectives are rather complementary, and that the relationship between international experience and time to the top follows a U-shaped form. Initially, the acquisition of international experience speeds-up executives' career progress until a threshold where the social-network costs of cross-country mobility outweigh the human-capital benefits. Our results support the U-shaped relationship. They also show that this relationship is influenced by factors at different layers of context-suggesting that contextual aspects play an important, contingent role.Type: journal articleJournal: Journal of world business : JWBVolume: 51Issue: 3
Scopus© Citations 44 -
PublicationRegionalization 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: 1
Scopus© Citations 22 -
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PublicationCEO Intra-personal Experience Diversity and Strategic Change: Toward a Nuanced Understanding(Academy of Management Meeting, 2021-08)
;Mueller, PhilippAre new CEOs with diverse career experience more likely to promote strategic change early after their appointment? We attempt to address this question by integrating seemingly opposing predictions in the managerial cognition literature. We argue that new CEOs with high and low levels of intra-personal experience diversity will promote higher strategic change early after taking charge – compared to those at relatively moderate levels. Analyzing 115 CEO successions, we find support for the theorized U-shaped relationship between intra-personal CEO experience diversity and strategic change. Furthermore, our results suggest that this relationship is influenced by post-CEO-succession TMT turnover. We contribute to the literature on strategic change by adding a more nuanced perspective to the emerging research on new CEO career experience diversity, and its effects on corporate strategy.Type: conference paper -
PublicationType: conference paper
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PublicationCEO generalist experience and CEO pay(Academy of Management Conference, 2019-08)Type: conference paper
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PublicationWhen more pays less: CEO career variety and CEO initial compensation( 2018-08)
;Mueller, PhilippStudies 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