Journal article
APPRENTICE, DEPARTURE, AND DEMOTION: AN EXAMINATION OF THE THREE TYPES OF CEO-BOARD CHAIR SEPARATION
Academy of Management journal, Vol.56(3), pp.805-826
06/01/2013
DOI: 10.5465/amj.2011.0121
Abstract
Past research has consistently shown that separation of CEO and board chair roles has no systematic effect on firm performance. In this study, we introduce the different forms of such separation: apprentice, departure, and demotion. In a study of Standard & Poor's (S&P) 1500 and Fortune 1000 firms, we find that separation of the two leadership roles positively impacts future firm performance when current performance is poor, but negatively impacts future firm performance when current performance is high. We find that this effect is most dramatic for demotion separations. Finally, we test theory about the permanency of CEO-board chair separation. Our results show that the different types of CEO-board chair separation have very distinct consequences.
Details
- Title: Subtitle
- APPRENTICE, DEPARTURE, AND DEMOTION: AN EXAMINATION OF THE THREE TYPES OF CEO-BOARD CHAIR SEPARATION
- Creators
- Ryan Krause - Texas Christian UniversityMatthew Semadeni - Indiana University
- Resource Type
- Journal article
- Publication Details
- Academy of Management journal, Vol.56(3), pp.805-826
- DOI
- 10.5465/amj.2011.0121
- ISSN
- 0001-4273
- eISSN
- 1948-0989
- Publisher
- Acad Management
- Number of pages
- 22
- Language
- English
- Date published
- 06/01/2013
- Academic Unit
- Management and Entrepreneurship
- Record Identifier
- 9984936839202771
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