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Performance consequences of new CEO ‘Outsiderness’: Moderating effects of pre‐ and post‐succession contexts

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  • Ayse Karaevli

Abstract

This study seeks to reconcile inconsistent findings on the performance consequences of new CEO origin. Drawing on five decades of empirical research on CEO succession outcomes, I develop a more refined theoretical conceptualization and a finer‐grained measurement of the underlying construct of the insider vs. outsider CEO, and build and test a more comprehensive and nuanced framework of the succession context. A longitudinal investigation of the U.S. airline and chemical industries (1972–2002) indicates that new CEO ‘Outsiderness’, conceptualized as a continuum raging from new CEOs who have a greater combination of firm and industry tenure to those who have no experience in the firm and the industry, has no main effect on post‐succession firm performance. However, significant moderating effects are found when environmental munificence, pre‐succession firm performance, and concomitant strategic and senior executive team changes are considered. Together, these findings highlight the need to consider both pre‐ and post‐succession contextual factors for evaluating the performance effects of new CEO outsiderness. Copyright © 2007 John Wiley & Sons, Ltd.

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  • Ayse Karaevli, 2007. "Performance consequences of new CEO ‘Outsiderness’: Moderating effects of pre‐ and post‐succession contexts," Strategic Management Journal, Wiley Blackwell, vol. 28(7), pages 681-706, July.
    • Handle: RePEc:bla:stratm:v:28:y:2007:i:7:p:681-706
    DOI: 10.1002/smj.589
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