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How outsider top executives compensate for their lack of "insiderness": Lessons from two Belgian multinationals

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  • Tibau, J.
  • Debackere, K.

Abstract

Summary This paper analyses how outsider top executives can to take advantage of their different perspectives in other organizational contexts by examining initiatives that allow them to compensate for their lack of "insiderness". It also points to managerial attitudes that facilitate the implementation of new strategies that differ from the status quo.

Suggested Citation

  • Tibau, J. & Debackere, K., 2008. "How outsider top executives compensate for their lack of "insiderness": Lessons from two Belgian multinationals," European Management Journal, Elsevier, vol. 26(4), pages 223-233, August.
    • Handle: RePEc:eee:eurman:v:26:y:2008:i:4:p:223-233
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    Cited by:

    1. Skokic, Vlatka & Coh, Marko, 2017. "How do executive search firms increase interest in career opportunities? The role of past interactions," European Management Journal, Elsevier, vol. 35(4), pages 505-513.
    2. Caspar Rose, 2019. "Stock market reactions to CEO succession announcements: inside versus outside recruitment?," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 23(1), pages 33-65, March.

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