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Reaffirming the CEO effect is significant and much larger than chance: A comment on Fitza (2014)

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  • Timothy J. Quigley
  • Scott D. Graffin

Abstract

A recent study by Fitza argued that the prior estimates of the Chief Executive Officer (CEO) effect are conflated with events outside the CEO's control, are largely the result of random chance, and that the true CEO effect is smaller than has been previously estimated. We suggest that the empirical methodology employed by Fitza to support these claims substantially overstates the “random chance” element of the CEO effect. We replicate Fitza's findings, highlight methodological issues, offer alternative conclusions, and using multilevel modeling (MLM), suggest that his analyses mischaracterize the CEO effect. Copyright © 2016 John Wiley & Sons, Ltd.

Suggested Citation

  • Timothy J. Quigley & Scott D. Graffin, 2017. "Reaffirming the CEO effect is significant and much larger than chance: A comment on Fitza (2014)," Strategic Management Journal, Wiley Blackwell, vol. 38(3), pages 793-801, March.
    • Handle: RePEc:bla:stratm:v:38:y:2017:i:3:p:793-801
    DOI: 10.1002/smj.2503
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    References listed on IDEAS

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    7. Markus A. Fitza, 2014. "The use of variance decomposition in the investigation of CEO effects: How large must the CEO effect be to rule out chance?," Strategic Management Journal, Wiley Blackwell, vol. 35(12), pages 1839-1852, December.
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    Cited by:

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    13. Siddharth Vedula & Markus Fitza, 2019. "Regional Recipes: A Configurational Analysis of the Regional Entrepreneurial Ecosystem for U.S. Venture Capital-Backed Startups," Strategy Science, INFORMS, vol. 4(1), pages 4-24, March.
    14. Johannes Carow, 2024. "A critical assessment of the two-way fixed-effects model for firm-level dependent variables," Working Papers 2405, Gutenberg School of Management and Economics, Johannes Gutenberg-Universität Mainz.
    15. White, Joshua V. & Harms, P.D. & Borgholthaus, Cameron J. & Tuggle, Christopher S., 2023. "I’m not the executive that I used to be: Understanding causes and consequences of personality change in the upper echelons," Journal of Business Research, Elsevier, vol. 167(C).
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