How Chief Strategy Officers Affect Their Firm's Strategic Decision Quality
Type
conference paper
Date Issued
2013-10-01
Author(s)
Abstract
The number of firms with a chief strategy officer (CSO) has recently increased. While the primary reason to have a CSO is to improve firm's performance, the limited prior research could not support this relationship. Using data from a survey of CSOs in European firms, we analyze how CSO's background characteristics (firm tenure, educational level, business education, consulting experience) and role design features (proximity to the CEO, strategy development focus, strategy department size) affect a firm's strategic decision quality, as well as to what extent these relationships are contingent upon the firm's corporate strategy. By revealing that CSOs indeed affect their firm's strategic decision quality, our findings contribute to research on CSOs and functional executives.
Funding(s)
Language
English
Keywords
Chief strategy officers
functional executives
strategic decision-making
strategic decision quality
strategic leadership
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Responsible Corporate Competitiveness (RoCC)
Refereed
Yes
Book title
Strategy and Sustainability
Publisher
SMS Strategic Management Society
Publisher place
Chicago
Start page
7
Event Title
33rd Strategic Management Society (SMS) Annual International Conference
Event Location
Atlanta, GA
Event Date
28.09-01.10.2013
Subject(s)
Division(s)
Eprints ID
223043