Chief Strategy Officers: Contingency Analysis of Their Presence in Top Management Teams
Journal
Strategic Management Journal
ISSN
0143-2095
ISSN-Digital
1097-0266
Type
journal article
Date Issued
2014-03
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 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.
Language
English
Keywords
chief strategy officers
functional executives
top management teams
upper echelons
contingency theory
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Responsible Corporate Competitiveness (RoCC)
Refereed
Yes
Publisher
Wiley
Publisher place
New York
Volume
35
Number
3
Start page
461
End page
471
Pages
11
Subject(s)
Eprints ID
220412