The CEO performance effect: Statistical issues and a complex fit perspective

D.P. Blettner; F.R. Chaddad; R. Bettis

doi:10.1002/smj.1949

The CEO performance effect: Statistical issues and a complex fit perspective

D.P. Blettner, F.R. Chaddad, R. Bettis

Research output: Contribution to journal › Article › Scientific › peer-review

34 Citations (Scopus)

Abstract

How CEOs affect strategy and performance is important to strategic management research. We show that sophisticated statistical analysis alone is problematic for establishing the magnitude and causes of CEO impact on performance. We discuss three problem areas that substantially distort the measurement and sources of a CEO performance effect: (1) the nature of performance time series, (2) confounding and (3) the discovery of many interactions associated with the CEO performance effect. We show that the aggregate of empirical research implies complex interdependency as the driver of the CEO performance effect. This suggests a ‘fit’ model requiring new research approaches.

Original language	English
Pages (from-to)	986-999
Journal	Strategic Management Journal
Volume	33
Issue number	8
DOIs	https://doi.org/10.1002/smj.1949
Publication status	Published - 2012

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The CEO performance effect: Statistical issues and a complex fit perspective

Abstract

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