External management succession, human capital, and firm performance: an integrative analysis

By E. Bailey, Constance E. Helfat. 2003

216 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/83307e025711454a224ce3169c24ec67d625f1a9

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Citations in the corpus

CEO Succession Origin and Firm Performance: A Multilevel Study (2017, unknown): “that have been regarded as important in the extant CEO succession literature: the industry and international background of the new CEO (Bailey and Helfat, 2003; Daily et al., 2000).”
Does the Market for CEO Talent Explain Controversial CEO Pay Practices (2014, methodology): “The mean partial correlation is the average (across all firms in an industry) partial correlation coefficient for an industry’s return, 1 See also Bailey and Helfat (2003), who find that in industries where the CEOs’ human capital is more firm-specific, there is a larger variation in strategy and…”
Dynamic Managerial Capabilities (2015, background): “Some managerial human capital is specific to particular teams, units, functional areas, technologies, firms, and industries, and other knowledge is generic (Bailey & Helfat, 2003; Castanias & Helfat, 1991, 2001; Kor, Mahoney, & Michael, 2007).”
Corporate effects and dynamic managerial capabilities (2003, background): “Recent research, however, has suggested that differences between managers in their industry-specific human capital are associated with differences in firm performance ( Bailey and Helfat, 2003 ).”
The relative importance of the top management team's managerial skills (2006, background): “A hierarchy of four types of skills emerges from the studies of Castanias and Helfat (1991) and Bailey and Helfat (2003): (1) generic skills, which are transferable across sectors and organizations; (2) sector-related skills; (3) organization-specific skills; and (4) “industry-related” skills.”
Human Capital and Search–Based Discovery: A Study of High–Tech Entrepreneurship (2013, background): “For example, Bailey and Helfat (2003) observed that an individual’s industry-related human capital can be transferred outside of an industry to other industries that make related products or that utilize related resources and production processes.”
Advancing the Human Capital Perspective on Value Creation by Joining Capabilities and Governance Approaches (2015, background): “As the gap widens, it becomes difficult to transfer human skills, expertise, and experience developed in one firm to another firm (Bailey & Helfat, 2003; Rubin, 1973).”
Experience-Based Human Capital and Social Capital of Outside Directors (2009, unknown): “Because only the original founders of the firm can provide the board with this experience, firm-specific founding experience is not transferable (Bailey & Helfat, 2003) and constitutes a hard to imitate asset.”
Managerial capabilities and paths to growth as determinants of high-growth small and medium-sized enterprises (2011, background): “The managerial rents model integrated the concepts of ‘managerial resources’ and ‘managerial skills’, since it suggested that managers might differ not only in the skills they possess, but also in their level of ability for each type of skill set (Bailey and Helfat, 2003).”