Managerial Legacies, Entrenchment and Strategic Inertia
This paper argues that the legacy potential of a firm's strategy is an important determinant of CEO compensation, turnover, and strategy change. A legacy makes CEO replacement expensive, because firm performance can only partially be attributed to a newly employed manager. Boards may therefore optimally allow an incumbent to be entrenched. Moreover, when a firm changes strategy it is optimal to change the CEO, because the incumbent has a vested interest in seeing the new strategy fail. Even though CEOs have no specific skills in our model, legacy issues can explain the empirical association between CEO and strategy change. Copyright (c) 2010 the American Finance Association.
(This abstract was borrowed from another version of this item.)
|Date of creation:||Jan 2007|
|Publication status:||Published in The Journal of Finance, vol. 65, n. 6, December 2010, p. 2403-2436.|
|Contact details of provider:|| Postal: Manufacture des Tabacs, Aile Jean-Jacques Laffont, 21 Allée de Brienne, 31000 TOULOUSE|
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