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Dimitrios Georgakakis
Title
Prof. Dr.
Last Name
Georgakakis
First name
Dimitrios
Email
dimitrios.georgakakis@unisg.ch
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1 - 6 of 6
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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 -
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 -
PublicationCEO generalist experience and CEO pay(Academy of Management Conference, 2019-08)Type: conference paper
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PublicationBetter the devil you know : Intra-firm socialization versus external hiring of dissimilar top management team members(EIBA European International Business Academy, 2011-12-08)This paper focuses on the emergence of demographic diversity at the top management team level. We argue that firms consider the pre-appointment socialization context of executive candidates and are more likely to appoint dissimilar executives who have previously worked with the organization, rather than to hire dissimilar applicants externally. Data from executive appointments during 2005-2009 at several hundred large European companies support our hypothesis that firms mitigate the perceived risk of increasing top management team diversity by hiring dissimilar executives from inside the organization. The study extends prior research on how top management team diversity emerges in organizations by highlighting the importance of the pre-appointment socialization context of executive candidates.Type: conference paper
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PublicationTransparency differences at the top of the organization: Market-pull versus strategic hoarding forcesThis chapter examines the opposing forces that induce or impede firms to become transparent in terms of their board of directors' (BoD) and top management teams' (TMT) demographic characteristics, education and experiences. Extant literature on governance transparency often draws on a "market-pull perspective" to emphasize the market-level motives that drive organizations toward rising levels of governance transparency. In this chapter we introduce the "strategic hoarding perspective", which emphasizes the human capital attrition factors that discourage firms to openly report information about their BoD and TMT composition. Our theory and data from 208 large listed firms in Switzerland, the United Kingdom and the Netherlands for the years 2005 and 2009 suggest that organizations' relative transparency preferences in terms of BoD and TMT characteristics can better be explained based on a combination of market-pull and strategic hoarding perspectives. Implications and directions for further research are discussed.Type: book section