Journal article
Who's in charge here? Co-CEOs, power gaps, and firm performance
Strategic management journal, Vol.36(13), pp.2099-2110
12/2015
DOI: 10.1002/smj.2325
Abstract
At the pinnacles of organizations, comparative tests of unity of command and shared command are nearly impossible because only one individual sits atop most organizations. In organizations led by co-CEOs, however, such a test is possible because co-CEOs can truly share power. But do they? Our research pits the unity-of-command principle against the shared-command principle and finds overall support for the former, even within the co-CEO context. Our sample of 71 co-CEO pairs at publicly traded U.S. firms shows that increasing power gaps between co-CEOs are positively associated with firm performance. This positive association wanes and turns negative, however, as power gaps become very large. We conclude that whatever benefits the co-CEO structure might offer likely lie outside the shared command paradigm.
Details
- Title: Subtitle
- Who's in charge here? Co-CEOs, power gaps, and firm performance
- Creators
- Ryan Krause - Texas Christian UniversityRichard Priem - Texas Christian UniversityLeonard Love - Texas A&M University – San Antonio
- Resource Type
- Journal article
- Publication Details
- Strategic management journal, Vol.36(13), pp.2099-2110
- DOI
- 10.1002/smj.2325
- ISSN
- 0143-2095
- eISSN
- 1097-0266
- Publisher
- John Wiley & Sons, Ltd
- Number of pages
- 12
- Language
- English
- Date published
- 12/2015
- Academic Unit
- Management and Entrepreneurship
- Record Identifier
- 9984936813702771
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