Once an outsider, always an outsider? CEO origin, strategic change, and firm performance

By Y. Zhang, N. Rajagopalan. 2010

527 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/985e0fd3fd466a8a34f98a6ad7406bbbe484b574

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Citations in the corpus

When does transitioning from family to professional management improve firm performance (2015, background): “In addition, we include outgoing CEO duality, which takes a value of 1 if the outgoing CEO has both a CEO and chairman position and 0 if not, to control for the powerful CEO effect (Zhang and Rajagopalan, 2010).”
When much more of a difference makes a difference: Social comparison and tournaments in the CEO's top team (2015, methodology): “…variables (Cortina, 1993; George, 2005) in line with similar investigations of curvilinear interactions in the strategic management literature (e.g., Brown, Sturman, and Simmering, 2003; George, 2005; Richard, Murthi, and Ismail, 2007; Wu, Levitas, and Priem, 2005; Zhang and Rajagopalan, 2010).”
How do managerial successions shape corporate financial policies in family firms (2011, background): “As such, the selection of a new CEO represents one of the most critical decisions for a firm's future direction and effectiveness (Shen and Cannella, 2002, 2003; Zhang and Rajagopalan, 2004, 2010).”
Biases in the selection stage of bottom-up strategy formulation (2013, background): “…executives’ evaluations of problems and solutions at the firm level (Dearborn and Simon, 1958; Hambrick and Mason, 1984; Tripsas and Gavetti, 2000; Zhang and Rajagopalan, 2010), the fact that a parallel set of processes and biases might operate at the level of middle management within the firm…”
Technological Collaboration in Product Innovation: The Role of Market Competition and Sectoral Technological Intensity (2012, methodology): “I further applied the residual correction procedure (Zhang and Rajagopalan, 2010; Jong et al., 2005) to handle multicolinearity between the interaction term (e.”
How boards’ internal and external social capital interact to affect firm performance (2016, methodology): “We also applied the residual centering procedure (Jong et al., 2005; Lance, 1988; Zhang and Rajagopalan, 2010) to handle multicollinearity between the interaction term (e.g. X1X2) and its constituent parts (X1 and X2): the two-stage procedure involved first regressing each interaction term on its…”
Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta-Analytic Investigation Based on Upper Echelons Theory (2016, methodology): “Following prior researchers (e.g., Chen, 2008; Zhang & Rajagopalan, 2010), we grouped output and peripheral experience together, because both are separate from production.”
The Too-Much-of-a-Good-Thing Effect in Management (2013, background): “In order to execute such changes (e.g., exploiting opportunities for expansion, enduring economic downturns; Zhang & Rajagopalan, 2010), firms must have access to unallocated resources.”
Monitoring bank performance in the presence of risk (2014, unknown): “Corporate governance literature states that accurate monitoring ex ante signals managers’ performance, while ex post monitoring is used to reveal potential gains from executive turnover (Hermalin and Weisbach 2003; Zhang and Rajagopalan 2010).”