Chief strategy officers: Contingency analysis of their presence in top management teams
Menz, Markus Scheef, Christine
Menz, Markus
Scheef, Christine
Publication Type
Journal article with impact factor
Editor
Supervisor
Publication Year
2014-03
Journal
Strategic Management Journal
Book
Publication Volume
35
Publication Issue
3
Publication Begin page
461
Publication End page
471
Publication Number of pages
Collections
Abstract
Drawing upon contingency theory, we analyze the antecedents and performance consequences of chief strategy officer ( CSO ) presence in top management teams ( TMTs ). We argue that strategic and structural complexity affects the decision to have a CSO in the TMT and its effect on firm performance. The results of a sample of S&P 500 firms over a five‐year period reveal that diversification, acquisition activity, and TMT role interdependence are positively associated with CSO presence. However, we also find that the structural choice to have a CSO in the TMT does not significantly affect a firm's financial performance. This first systematic analysis of CSO presence informs research on CSOs and contributes to the emerging literature on TMT structure . Copyright © 2013 John Wiley & Sons, Ltd.
Research Projects
Organizational Units
Journal Issue
Keywords
Chief Strategy Officers, Functional Executives, Top Management Teams, Upper Echelons