The use of variance decomposition in the investigation of CEO effects: How large must the CEO effect be to rule out chance?

125 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

CEO Succession Origin and Firm Performance: A Multilevel Study (2017, unknown): “The observed degree of variance explained at the individual-level is in line with recent variance decomposition studies which find that the CEO-effect accounts between 10 and 20 percent of variance in firm performance (Fitza, 2014; Quigley and Hambrick, 2015).”
The Microfoundations Movement in Strategy and Organization Theory (2015, background): “For example, Foss (2003) highlights how the shift from a hierarchical structure to a flatter, more market-based structure at Oticon led to increased innovation and substantially different aggregate and organizational outcomes.”