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CEO Experience and Diversification Strategy Fit

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  • Richard Reed
  • Margaret Reed

Abstract

Recent years have seen major progress on research into the concept of fit. Also emerging in the literature is an apparent interest in the importance of executive know‐how and experience. This article combines the two areas by considering the impact of Chief Executive Officer (CEO) experience upon strategy adoption and corporate performance in the post‐implementation strategy phase. Using a sample of 52 US companies from the top 1000, we have examined the relationship between CEO experience and the separate strategies of internal and acquisitive diversification. The results suggest that CEO experience is not a major factor in strategy selection but where a fit exists between the selected strategy and observed experience, post‐implementation performance is affected.

Suggested Citation

  • Richard Reed & Margaret Reed, 1989. "CEO Experience and Diversification Strategy Fit," Journal of Management Studies, Wiley Blackwell, vol. 26(3), pages 251-270, May.
    • Handle: RePEc:bla:jomstd:v:26:y:1989:i:3:p:251-270
    DOI: 10.1111/j.1467-6486.1989.tb00727.x
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    Cited by:

    1. Jae Wook Yoo & Richard Reed & Shung Jae Shin & David J. Lemak, 2009. "Strategic Choice and Performance in Late Movers: Influence of the Top Management Team's External Ties," Journal of Management Studies, Wiley Blackwell, vol. 46(2), pages 308-335, March.
    2. Ega Annisa Rizti & Berly Martawardaya, 2022. "Does It Pay to be Good? The Performance of Indonesian Green Companies from 2009–2018," Economics and Finance in Indonesia, Faculty of Economics and Business, University of Indonesia, vol. 68, pages 17-36, Juni.
    3. Esteban Fernández & Beatriz Junquera & Mónica Ordiz, 2006. "Managers' profile in environmental strategy: a review of the literature," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 13(5), pages 261-274, December.

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