CEO Selection Research Articles

CEO power and risk taking: evidence from European banks mergers and acquisitions

PurposeThis study investigates the relationship between CEO power and the risk profile (RP) of acquiring banks through mergers and acquisitions (M&A) transactions.Design/methodology/approachThe analysis is based on 214 transactions between 2010 and 2022 involving European Union-based acquirers. To assess the impact of M&A on the acquiring bank’s RP, we compare changes in the acquirer’s RP to control banks. We use linear regression with two-stage least squares instrumental variables (2SLS-IV) to examine the effect of CEO power on changes in merger-related risk.FindingsThe findings suggest that CEO power reduces the RP of the acquiring bank. Specifically, CEOs who hold both the CEO and board chair positions tend to take fewer risks. Additionally, CEOs with high ownership, CEO pay and extensive experience (measured by tenure and acquisition experience) decrease the RP. However, prestige power is positively correlated with an increase in RPs.Practical implicationsThis research examines CEO influence on bank risk post-mergers, providing insights into governance, risk and strategic choices. The findings can guide banks in CEO selection and governance to mitigate M&A risks, improving risk management and decision-making in the financial sector.Originality/valueThis study is the first empirical investigation introducing diverse executive power metrics to analyze the link between executive power and risk-taking in the European banking sector, with a specific emphasis on the impact on M&A as critical investment choices.

A Fuzzy-Set Qualitative Comparative Analysis for Understanding the Interactive Effects of Good Governance Practices and CEO Profiles on ESG Performance

The impact of corporate governance mechanisms has been examined directly and independently, considering that such characteristics compete to explain environmental, social, and governance (ESG) performance. However, the nexus may be more complex than that suggested by most scholars, and more research is needed. This study applied a fuzzy-set qualitative comparative analysis to a sample of Spanish-listed companies in 2018–2020 to explore how good governance practices interact with CEO profiles to promote corporate sustainability practices. Our analysis discovered the importance of establishing sustainability committees and identified five pathways shaping governance practice bundles. Specifically, listed companies with a high code of good governance (GGC) compliance and a sustainability committee improve high ESG performance globally and for each ESG dimension. Furthermore, the effect is more relevant than the effect of the CEO profile, requiring either CEO duality (pathway 1) or extended CEO tenure (pathway 2). Concurrently, findings indicate three CEO profile configurations for GGC-neutral firms, providing companies with more flexibility in CEO selection. Two suggest that younger CEOs with longer tenure tend to be more motivated to engage in the G and S pillars (pathways 3 and 5). The third indicates that CEOs of older age and early tenure improve the E pillar (pathway 4).

Interim CEO Successions: Implications for CEO Successor Selection and Subsequent Firm Performance

Prior research highlights that interim CEO successions are disruptive for firms. Yet boards appoint interim CEOs in order to focus on finding the right person to take over permanently, suggesting they may offer benefits to CEO selection. Considering these two views, this paper compares the firm performance of CEOs appointed following an interim period with that of CEOs appointed in a direct succession. We argue that, owing to the disruption caused by the interim appointment, firm performance under a CEO appointed following an interim period will be poorer than under a CEO appointed in a direct succession. However, we posit that, in circumstances in which obtaining and processing the information relevant to CEO selection is more difficult, the interim period may be particularly helpful in selecting the most fitting successor and ultimately weakening the associated performance penalty. Using a sample of CEO successions that occurred in S&P 1500 firms between the years 2002 and 2016, we find general support for our hypotheses. This paper, thus, demonstrates that the subsequent performance consequences of appointing an interim CEO depends on the difficulty of selecting the firm’s next permanent CEO. Funding: We gratefully acknowledge financial support from the Spanish FEDER/Ministerio de Ciencia e Innovacion – Agencia Estatal de Investigacion [Grant PID2021-123450OB-I00].

Exploring the nexus between CEO characteristics and the value of excess cash holdings through the lens of the resource-based view theory

Purpose This study aims to examine the relationship between CEO characteristics and the value of excess cash holdings from the perspective of resource-based view (RBV) theory in the context of Malaysia. Design/methodology/approach The analyses were made using ordinary least squares across 173 non-financial firms listed in Bursa Malaysia over the period of 2015–2021. The authors address potential endogeneity through the generalized method of moments. The results are also robust to alternative measures of excess cash holdings. Findings The results showed that female CEOs and CEOs’ educational level are significantly positively related to the value of excess cash holdings. In contrast, CEO tenure and CEO age negatively affect a firm’s excess cash valuation. The results are robust to measurement error and endogeneity issues. Practical implications The empirical results have useful policy implications. For practitioners, firms are recommended to prioritize the selection of female CEOs and CEOs with high education levels within their top management, as this initiative can result in improved value associated with excess cash holdings. In addition, policymakers are recommended to guide programs that attempt to improve educational attainment and gender diversity in business leadership. This study also provides investors with insightful information about the possible relationship between CEO traits and company performance, especially with regard to measures for managing surplus capital. Originality/value To the best of the authors’ knowledge, this study is the first to explore the role of CEO characteristics in the value of excess cash holdings based on the RBV theory.

Does CEO agreeableness personality mitigate real earnings management?

Despite efforts to mitigate aggressive financial reporting, earnings management remains challenging to parties interested in inhibiting its dysfunctional effects. Using linguistic algorithms to assess CEO agreeableness personality from their unscripted texts in conference calls, we find that it is a determinant that mitigates a firm's real earnings management. Furthermore, such an effect is more pronounced when firms confront intensive market competition and financial distress and have weaker managerial entrenchment or when CEOs face stronger internal governance. Our findings persist even after we utilize several alternative real earnings management metrics and control other confounding personalities in prior earnings management studies. The subsample analysis and a two-step endogeneity controlling analysis further support that our results are not driven by the endogeneity in CEO selection process. Our study enriches the upper echelons theory, especially in the personality-situation interaction perspective, and provides insights for firms to incorporate managers' ethical-oriented personality into the mechanisms of curbing real earnings management.

Give me uncertainty, and I will shine: CEO narcissism and corporate performance

CEO narcissism is an established fact in the corporate world. We argue that uncertainty moderates the relationship between CEO narcissism and corporate performance. Thus, we hypothesize that the decisiveness and craving for attention of the narcissistic CEO improve corporate performance during periods of high uncertainty, while these features of narcissism are not needed and indeed are disadvantageous during periods of low uncertainty. Our empirical results support our hypothesis. Our findings are important in understanding the context specificity of the advantages and disadvantages of CEO narcissism in an empirical corporate setting and thus important for CEO selection and CEO management.

Beauty premium: the impact of CEO facial attractiveness on corporate social responsibility

Purpose Face is the most intuitive and representative feature at the individual level. Many studies show that beautiful faces help individuals and enterprises obtain economic benefits and form a high economic premium, but the discussion of their potential social value is insufficient. This study aims to focus on the impact of the personal characteristics of executives. It mainly analyzes the impact mechanism of CEO facial attractiveness on corporate social responsibility (CSR) decision-making, clarifying the social value of beauty from the perspective of CSR. Design/methodology/approach The authors use the regression model to analyze the panel data set, which was conducted by a sample of Chinese publicly listed firms from 2016 to 2018. Findings The study found that CEOs with high facial attractiveness are more active in fulfilling CSR, which can usually bring higher social benefits. CEOs with beautiful faces are prone to overconfidence, are optimistic about their ability and the future development of the enterprise and are more willing to increase their investment in CSR. CEO duality can positively regulate the positive correlation between a CEO’s facial attractiveness and CSR. Originality/value Based on the perspective of upper echelons theory, this paper explores the mechanism of CEO facial attractiveness on CSR. This study enriches the perspective of the upper echelon’s theoretical research and has essential enlightenment for CEO selection and training practice.

The Impact of CEO Characteristics on the Financial Performance of Family Businesses Listed in the Euronext Exchange

This paper identifies the CEO characteristics that have an impact on the performance of family businesses listed in the Euronext in the post-COVID 19 period. CEO characteristics are evaluated on two dimensions, i.e., personal characteristics and corporate governance mechanisms. A sample of 137 firm-year observations from Portugal, Luxembourg, the Netherlands, Ireland, France, and Belgium was chosen. CEO attributes of age, gender, education, and family membership were combined with corporate governance mechanisms of ownership concentration, CEO duality, CEO directorships, and CEO tenure, to predict return on assets and return on equity, using OLS regression. GMM estimation and Two-Stage Least Squares were employed to establish the robustness of the results. Among CEO personal characteristics, CEO family membership has a positive impact on return on assets, and a positive impact on return on equity. Among corporate governance mechanisms, CEO duality had a negative impact on return on assets, and a negative impact on return on equity. CEO ownership, and CEO tenure had a positive impact on return on assets, and a positive impact on return on equity. This paper’s value lies in its evaluation of the under-researched area of family businesses of Euronext-listed firms. It can be used by family businesses in the region, for the selection and training of CEOs to fulfill the goal of achieving superior financial performance.

CEOs scientific background and firm innovation: evidence from China

Purpose This study aims to inspect the impact of Chief Executive Officers’ (CEOs) education in a “specific field,” such as CEOs with science and engineering backgrounds on firms’ innovation. Based on agency theory, this study also reports how an endogenous factor, i.e. CEOs’ compensation, and an exogenous factor such as intellectual property rights (IPR), moderate the CEOs with a scientific background (CEOSB)-innovation relationship. Design/methodology/approach This study uses a sample of Chinese nonfinancial firms listed on the Shanghai and Shenzhen Stock Exchanges from 2008 to 2018 by applying the ordinary least squares regression method. To deal with the endogeneity issues, this study also performs a series of additional tests. Findings The results indicate that the effects of CEOSB on the firm innovation activities are positive and significant. Further, this study finds that CEOs’ compensation and IPR protection positively and significantly moderate the CEOSB-innovation relationship. These outcomes are robust to a series of additional tests. Research limitations/implications The results of this study have valuable implications for various stakeholders interested in stimulating innovation. To sum up, the results of this study inculcate these stakeholders that the enhancement of firm innovation is contingent on the appropriate selection of CEOs, effective compensation packages and IPR regulations. Originality/value Distinct from the existent studies, the focus of the study is on the perspectives of CEOs’ scientific backgrounds. Further, based on agency theory, this study also reports how CEOs’ compensation and IPR protection moderate the CEOSB-innovation relationship, which has not been tested earlier to our knowledge, especially in the context of an emerging economy like China.

CEO personality traits, strategic flexibility, and firm dynamics

Reexamining CEO personality traits from a real options theory perspective, we suggest that the firm's strategic flexibility can be worsened by CEO conscientiousness and neuroticism. We use a measure of strategic flexibility as the firm's ability to take advantage of heightened volatility, which then results in superior stock returns. Our results suggest that strategic adaptability is impeded by rigid planning, resistance to change (conscientiousness) and lack of emotional stability (neuroticism). For firms that experience a decrease in volatility, the opposite holds. In line with trait activation theory, our results imply that the effect of specific CEO personality traits on firm dynamics and performance is contingent and context-specific. Our findings are economically significant and have important implications concerning CEO selection and management.

Ownership Concentration, CEO’s Technical Background and Enterprise Innovation

From the perspective of enterprise innovation, this paper studies whether companies with higher ownership concentration are willing to hire a technology CEO. This paper studies the relationship between ownership concentration, CEO’s technical background, and enterprise innovation by taking private listed companies on small and medium-sized boards in Shenzhen Stock Market from 2011 to 2019 as research samples. The results show that CEO’s technical background promotes enterprise innovation. However, enterprises with higher ownership concentration are more willing to hire a non-technology CEO. Ownership concentration not only directly hinders enterprise innovation, but also indirectly hinders enterprise innovation by hindering the selection and recruitment of technical CEOs. Further research shows that under the condition of shareholding, technology CEOs significantly promote enterprise innovation, while under the condition of non-shareholding, technology CEOs have no significant impact on enterprise innovation. Without serving as chairmen, technical CEOs significantly promotes enterprise innovation, while serving as chairmen, technical CEOs have no significant impact on enterprise innovation. However, in the samples with high ownership concentration, there are significantly more companies where CEO serves as chairman and significantly fewer companies where CEO holds shares, which indicates that companies with high ownership concentration do not actively implement innovation incentive measures for CEOs. This study provides an important basis for Chinese private small and medium-sized enterprises to make innovative decisions in major shareholder governance and general manager selection.

Does CEO's foreign experience promote export performance? Evidence from China

AbstractWe examine whether CEOs with foreign experience influence firms' export performance. Using a combined dataset based on Chinese‐listed firms from 2008 to 2021, we determine that hiring CEOs with foreign experience significantly enhances firms' export performance. In addition, we document that the positive relationship between CEOs' foreign experience and firms' export performance is more pronounced when CEOs have long‐term foreign work experience. The impact of foreign experience on firms' export performance varies with CEOs' gender. Furthermore, the advantage of appointing CEOs with foreign experience is only significant when firms have long‐time lifespan or receive intensive foreign direct investment. The results are robust to the endogenous CEO selection using instrument variable method, propensity score matching method, and the fixed‐effects model. Accordingly, our findings offer policy implications by suggesting that hiring a CEO with foreign experience is an efficient way to improve firms' export performance.

CEO Personality: The Cornerstone of Organizational Culture?

Organizational culture is widely seen as an important element in a firm’s success or failure. While there is almost universal agreement that leaders define and shape organizational culture, there is little research exploring how and why they do this. We propose that a leader’s personality and values are the cornerstone of organizational culture. Using a validated natural language processing instrument, we used earnings call data to collect data on the personalities of 460 CEOs in 309 firms and matched this to organizational culture ratings based on Glassdoor employee ratings for the period 2015–2019. Results show strong, interpretable associations between a CEO’s personality and the culture of the firm—and this association is strengthened the longer the CEO is in the role. Further, by examining 128 succession events during this period, we also show that, consistent with attraction-similarity-retention logic, there is some weak evidence that the existing culture of a firm can be related to the selection of a new CEO. We discuss the implications of these findings for future research on organizational culture.

CEO Selection and Outside Directors’ Incentives

CEO Selection and Outside Directors’ Incentives

Do gender-diverse boards lead to selection of female CEOs: a study of life insurance firms in the USA

Do gender-diverse boards lead to selection of female CEOs: a study of life insurance firms in the USA

Unveiling the relationship between women on board and woman CEO selection: what is the role of sustainability governance?

Unveiling the relationship between women on board and woman CEO selection: what is the role of sustainability governance?

What affects the quality of sustainability report texts? Evidence from China

AbstractWe relied on web crawlers and text analysis techniques to develop a new method for measuring the quality of sustainability report texts, and accordingly discussed the impact of chief executive officers' (CEOs') characteristics on the quality of sustainability report texts. We found that companies led by younger CEOs and CEOs with better‐educated, financial and overseas backgrounds provided higher quality sustainability reports, while companies led by female CEOs and CEOs with academic backgrounds provided poorer quality sustainability reports. We also unpacked the “black box” of sustainability report quality, grouping it into three aspects: comprehensiveness, objectivity and reliability. Further research found that CEO characteristics had a greater impact on the quality of sustainability reports in the sample of voluntary and non‐state‐owned enterprises. Our study has the potential to contribute to the selection of CEOs and the improvement of sustainability disclosure.

Chief executive officer ability and cash holding decision

PurposeThis paper aims to consider the effect of the chief executive officer’s (CEO) ability on the amount of cash stock at the firm level.Design/methodology/approachThe empirical hypothesis is examined via fixed-effect regression models using data from US incorporated firms.FindingsConsistent with the upper echelon theory and cash holding motives, the results reveal that able CEOs are associated with an increased level of cash stock, ceteris paribus. Further analysis shows that the association between CEO ability and firm cash holding is more profound for financially sound firms. The authors also demonstrate that firm size significantly affects the relationship between CEO ability and cash management. The results are robust to various sensitivity analyses and additional tests.Research limitations/implicationsThis work is subject to limitations inherent in the use of relevant proxies. Thus, the study implements several model specifications to ensure the validity of findings in a more generic context. Future research should investigate the board structure’s role and the monitoring procedures on the CEOs’ cash holding behavior as a natural extension to this study.Practical implicationsThe insights derived from the study are expected to advance the decision-making process of cash policies and CEO selection for shareholders, business executives and investment strategists.Originality/valueOverall, the study provides new evidence that CEO ability is a contingent factor of corporate cash stock.

Social connections, CEO turnover and corporate policy change

We examine how social connections between successive CEOs influence policy changes enacted by incoming CEOs. Using forced turnovers, we document fewer policy changes when incoming CEOs are connected to outgoing CEOs. Our results remain consistent when exposed to tests assessing endogeneity concerns such as omitted variables, selection biases and homophily concerns. We find that the reduction in policy changes is more prominent when social ties are stronger due to greater association between the individuals. Analyses further reveal that such limited policy changes enacted by connected incoming CEOs could deteriorate firm performance, highlighting the potential importance of the findings in the CEO selection process. JEL Classification: D91, J63, M12

Managing global HRM integration in international expansion: the case of Geely cross-border acquisition

Learning outcomes This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction. Case overview/synopsis After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB’s Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely’s commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely. Complexity academic level This case was designed for use at the undergraduate and MBA level in human resource management and international business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.