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Former CEO Directors: Lingering CEOs or Valuable Resources?

Author

Listed:
  • Rüdiger Fahlenbrach
  • Bernadette A. Minton
  • Carrie H. Pan

Abstract

We investigate corporate governance experts' claim that it is detrimental to a firm to reappoint former CEOs as directors after they step down as CEOs. We find that more successful and more powerful former CEOs are more likely to be reappointed to the board multiple times after they step down as CEOs. Firms benefit, on average, from the presence of former CEOs on their boards. Firms with former CEO directors have better accounting performance, have higher relative turnover-performance sensitivity of the successor CEO, and can rehire their former CEO directors as CEOs after extremely poor firm performance under the successor CEOs. The Author 2011. Published by Oxford University Press on behalf of The Society for Financial Studies. All rights reserved. For Permissions, please e-mail: journals.permissions@oup.com., Oxford University Press.

Suggested Citation

  • Rüdiger Fahlenbrach & Bernadette A. Minton & Carrie H. Pan, 2011. "Former CEO Directors: Lingering CEOs or Valuable Resources?," The Review of Financial Studies, Society for Financial Studies, vol. 24(10), pages 3486-3518.
    • Handle: RePEc:oup:rfinst:v:24:y:2011:i:10:p:3486-3518
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    File URL: http://hdl.handle.net/10.1093/rfs/hhr056
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    JEL classification:

    • G14 - Financial Economics - - General Financial Markets - - - Information and Market Efficiency; Event Studies; Insider Trading
    • G34 - Financial Economics - - Corporate Finance and Governance - - - Mergers; Acquisitions; Restructuring; Corporate Governance

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