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Co-Worker Complemetarity and the Stability of Top Management Teams

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  • Rachel M. Hayes
  • Paul Oyer
  • Scott Schaefer

Abstract

We investigate the hypothesis that complementarities across co-workers (which may arise from matching or investments in specific skills) affect the value of employment relationships between senior executives and firms. We analyze the changes in the composition of top management teams when a key member of the team (the CEO) departs. Our empirical analysis establishes several facts that are consistent with co-worker complementarity being an important determinant of management team stability.

Suggested Citation

  • Rachel M. Hayes & Paul Oyer & Scott Schaefer, 2004. "Co-Worker Complemetarity and the Stability of Top Management Teams," NBER Working Papers 10350, National Bureau of Economic Research, Inc.
    • Handle: RePEc:nbr:nberwo:10350
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    More about this item

    JEL classification:

    • J44 - Labor and Demographic Economics - - Particular Labor Markets - - - Professional Labor Markets and Occupations
    • J63 - Labor and Demographic Economics - - Mobility, Unemployment, Vacancies, and Immigrant Workers - - - Turnover; Vacancies; Layoffs

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