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Imprinting effects of childhood resource-scarcity experience on CEO-TMT interface: Political and market resource strategies

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  • Li, Jianan
  • Tsang, Eric W.K.

Abstract

This study explores the impact of CEOs’ childhood experience with resource scarcity on their top management team (TMT) composition and subsequent resource allocation. Emerging research on CEOs’ early-life events has focused on their imprinting effects on firm market strategies; however, less is known about how these experiences influence non-market strategies or shape firm strategies through the TMT. Exploring the CEO-TMT interface can provide insights into how CEO imprinting affects their leadership teams, particularly in the domains of political and market activities. To address the literature gaps, this study proposes that CEOs’ childhood experience with resource scarcity affects the CEO-TMT interface in two ways: strategic pursuit of political resources and cautious investment in market resources. These CEOs tend to have more top managers with political backgrounds and fewer with technical backgrounds. Furthermore, institutional development and industry competition moderate imprinting dynamics. Institutional development reduces reliance on top managers with political backgrounds, while industry competition reinforces the preference for having fewer top managers with technical backgrounds. Using the historical context of the Great Famine in China (1959–61) and a sample of publicly listed firms from 2007 to 2017, we find support for our hypotheses.

Suggested Citation

  • Li, Jianan & Tsang, Eric W.K., 2025. "Imprinting effects of childhood resource-scarcity experience on CEO-TMT interface: Political and market resource strategies," Journal of Business Research, Elsevier, vol. 189(C).
    • Handle: RePEc:eee:jbrese:v:189:y:2025:i:c:s0148296325000104
    DOI: 10.1016/j.jbusres.2025.115187
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