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CEOs with a functional background operations: reviewing their performance and prevalence in the top post

Author

Listed:
  • Burak Koyuncu

    (Tr@jectoires - Pôle Trajectoires - Rouen Business School - Rouen Business School)

  • Shainaz Firfiray

    (IE Business School - IE Business School Madrid - IE Business School Madrid)

  • Björn Claes

    (Centre for Business Performance - Cranfield School of Management)

  • Monika Hamori

    (IE Business School - IE Business School, Madrid - IE Business School, Madrid)

Abstract

With this study, we update research by Ocasio and Kim (1999) by testing whether the trends that favored the prevalence of CEOs with an operations background in the 1980s and early 1990s continued between 1992 and 2005. Given that supply chain management became a top business priority during this period, we expect a greater prevalence of CEOs with an operations background. This is because, traditionally, executives belonging to the operations function have assumed responsibility for supply chain management issues. Our results, based on a sample of 437 CEOs who lead large-sized U.S. firms in eight industries, provide partial support for the hypothesis that CEOs with a functional background in operations attain higher post-succession performance than CEOs with other functional backgrounds. In addition, we find that the likelihood that newly appointed CEOs have a background in operations is greater in succession events that have taken place more recently and in situations that occurred in the face of poor firm financial performance.

Suggested Citation

  • Burak Koyuncu & Shainaz Firfiray & Björn Claes & Monika Hamori, 2010. "CEOs with a functional background operations: reviewing their performance and prevalence in the top post," Post-Print halshs-00546153, HAL.
    • Handle: RePEc:hal:journl:halshs-00546153
    DOI: 10.1002/hrm.20389
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    Citations

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    Cited by:

    1. Schmid, Stefan & Mitterreiter, Simon, 2021. "Understanding top managers’ careers: How does career variety impact tenure on the board?," European Management Journal, Elsevier, vol. 39(5), pages 617-632.
    2. Neeraj Gupta & Jitendra Mahakud, 2020. "CEO characteristics and bank performance: evidence from India," Managerial Auditing Journal, Emerald Group Publishing Limited, vol. 35(8), pages 1057-1093, August.
    3. Zhe Li & Oksana Pryshchepa & Bo Wang, 2023. "Financial experts on the top management team: Do they reduce investment inefficiency?," Journal of Business Finance & Accounting, Wiley Blackwell, vol. 50(1-2), pages 198-235, January.
    4. Huo, Baofeng & Ye, Yuxiao & Zhao, Xiande & Shou, Yongyi, 2016. "The impact of human capital on supply chain integration and competitive performance," International Journal of Production Economics, Elsevier, vol. 178(C), pages 132-143.
    5. Tutun Mukherjee & Som Sankar Sen, 2022. "Impact of CEO attributes on corporate reputation, financial performance, and corporate sustainable growth: evidence from India," Financial Innovation, Springer;Southwestern University of Finance and Economics, vol. 8(1), pages 1-50, December.
    6. Liang, Shangkun & Niu, Yuhao & Xin, Fu & Jiang, Lixian, 2024. "CEO foreign experience and corporate financial investment," International Review of Economics & Finance, Elsevier, vol. 93(PA), pages 929-946.
    7. Mahdi Salehi & Bahman Jamalikazemini & Shayan Farhangdoust, 2018. "Board compensation and disclosure quality: Corporate governance interference," Contaduría y Administración, Accounting and Management, vol. 63(4), pages 39-40, Octubre-D.
    8. Kevin Mayo & George Ball & Alex Mills, 2022. "CEO Tenure and Recall Risk Management in the Consumer Products Industry," Production and Operations Management, Production and Operations Management Society, vol. 31(2), pages 743-763, February.
    9. Michael Koch & Bernard Forgues & Vanessa Monties, 2017. "The Way to the Top: Career Patterns of Fortune 100 CEOS," Post-Print hal-02051118, HAL.

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