Abstract
This study examines the rehiring of voluntarily departed CEOs. We develop and test a theoretical framework, which analyzes how CEO human and social capitals influence the likelihood of CEO rehiring. We argue that voluntarily departed CEOs represent unique resources for organizations that can hardly be found in the executive labor market when they master highly specific skills and have large networks. The analysis of CEO rehirings of S&P500 firms between 2000-2016, reveals that strong specialist skills do favor the rehiring of voluntarily departed CEOs as top executives, while large social networks do not confer an advantage for rehiring. The paper contributes to the scholarship about CEO career, human capital, and social capital.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
