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Changing the C-suite: new chief officer roles as strategic responses to institutional complexity

In: New Themes in Institutional Analysis

Author

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  • Silviya Svejenova
  • José Luis Alvarez

Abstract

The focus of the chapter by Silviya Svejenova and José Luis Alvarez is on the proliferation of top management positions, the so-called ‘C-Suite’ in business firms. In a neo-institutional vein, the increase in the number of such positions is linked to the broader institutional environments in which business firms are embedded. However, according to the authors the above linkage does not automatically trigger a ‘taken-for-granted’ response by which new chief officer roles come into organizational life. Instead, such roles are actively constructed by strategically operating organizations in response to the institutional complexity that is increasingly characterized by competing and at times conflicting logics.

Suggested Citation

  • Silviya Svejenova & José Luis Alvarez, 2017. "Changing the C-suite: new chief officer roles as strategic responses to institutional complexity," Chapters, in: Georg Krücken & Carmelo Mazza & Renate E. Meyer & Peter Walgenbach (ed.), New Themes in Institutional Analysis, chapter 6, pages 135-161, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:16487_6
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    Citations

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    Cited by:

    1. Feng, Cong & Patel, Pankaj C. & Sivakumar, K., 2020. "Chief global officers, geographical sales dispersion, and firm performance," Journal of Business Research, Elsevier, vol. 121(C), pages 58-72.
    2. Sven Kunisch & Markus Menz & David Collis, 2020. "Corporate headquarters in the twenty-first century: an organization design perspective," Journal of Organization Design, Springer;Organizational Design Community, vol. 9(1), pages 1-32, December.

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