CEO Reciprocal Interlocks in French Corporations

In France the chairperson of the board is mostoften the firm's CEO. This position strengthensthe insiders' hold on the board of directors.Moreover, a large fraction of outside directorsis composed of CEOs of other firms. Thereciprocal interlocking of CEOs creates the possibility of mutual interdependence of CEOs.We investigate factors explaining reciprocalinterlocking directorates of CEOs in Frenchcorporations. Our results indicate that CEOs oflarger firms hold more reciprocal CEOinterlocks and when CEOs have more outsidedirectorships, CEOs hold more reciprocalrelationships. We also find a positiverelationship between the number of CEOsreciprocal interlocks and their firms'performance measured by ROA. We find evidencethat CEOs hold more reciprocal interlocks whena blockholder is present on the CEO's board.     

CEOs’ temporal focus,firm strategic change,and performance: Insights from a paradox perspective

Recent research indicates that CEOs’ temporal focus (the degree to which individuals attend to the past, present, and future) is a critical predictor for strategic outcomes. Building on paradox theory and the attention-based view, we examine the implications of CEOs’ past and future focus for strategic change. Results from polynomial regression analysis reveal that CEOs who cognitively embrace both the past and the future at the same time engage more in strategic change. In addition, our results reveal that the positive strategic change−firm performance relationship is enhanced when CEOs’ past focus is high, whereas CEOs’ future focus mitigates the translation of strategic change into firm performance (when their past focus is low at the same time). In addition, supplemental analyses indicate that the impact of CEOs’ temporal focus turns out differently in stable and dynamic environments. Our study thus extends the literature on both individual’s temporal focus and strategic change.     

盛名难副: 明星 CEO 与负面信息隐藏

以 2009 年 ～ 2016 年间 A 股上市公司为研究样本，采用双重差分法研究明星 CEO 成名后负面信息的披露策略． 以 CEO 是否登上媒体发布的榜单作为明星 CEO 的代理变量，研究结果表明: 明星 CEO 上榜将显著增加隐藏负面信息的可能性，验证了“名声俘获假说”; 明星CEO上榜后发生财务重述的概率显著增加，而一旦退出榜单其隐藏负面信息的可能性则显著降低，验证了名声的负面效应． 机制检验表明明星 CEO 通过管理层权力抑制负面信息披露． 另 外，上榜前盈余质量较低、代理问题较严重的公司，其明星 CEO 隐藏负面信息的可能性更高．文章丰富了 CEO 个人特质对信息披露行为的影响及其经济后果的研究，对于资本市场的健康发展具有一定的启示意义．     

The strategic use of Twitter to manage personal public relations

This study examined the effect of personal public relations developed through Twitter on cognitive and attitudinal aspects, particularly focusing on the use of Twitter by CEOs. According to the responses of young consumers who participated in this study, their attitudes toward the use of Twitter by CEOs positively influenced their perception of transformational leadership (H1). Further, perceived transformational leadership was positively associated with attitudes toward CEOs using Twitter; this in turn positively influenced attitudes toward corporations (H2). The positive evaluation of the use of Twitter by CEOs directly influenced attitudes toward such CEOs (H3), whereas attitudes toward such use did not influence attitudes toward corporations. The results indicated that microblogging is beneficial for the development of effective personal public relations by corporate leaders.     

What Does Hollywood Think Nonprofit CEOs Do All Day? Screen Depictions of NGO Management

This article explores the cinematic image of chief executive officers (CEOs) of nonprofit organizations in the U.S. Movie CEOs head a broad range of the nongovernmental organizations, including hospitals, colleges, social service agencies, prep schools, labor unions, legal aid, faith-based and youth-serving. They are predominantly white males. Their professional backgrounds include medicine, teaching, union organizing, social activism, clergy, law and environmental activism. Movie audiences see nonprofit CEOs involved in the mundane and inspirational elements of day-to-day management. One of their primary responsibilities consists of overseeing line functions, including fund raising, media relations, managing volunteers and board relations. But, nonprofit managers are also responsible for broader concerns, such as protecting the organization's values and equilibrium. Some movie nonprofit CEOs are shown multitasking and trying to balance competing demands from multiple stakeholders.     

The private life of CEOs; A strategic leadership perspective

Major events in the private lives of CEOs have been a source of fascination for decades. However, despite gaining traction, studies on the relevant phenomena (e.g., marriage, divorce, parenthood, illness) remain scattered in parallel across disciplines. We thematically review the interdisciplinary evidence on the fast-emerging literature on CEO private life events (72 unique studies) to consolidate our understanding of how private life events can become reflected in the professional domains of CEO influence. Through this approach, we comprehensively intersect empirical progress on CEO life events with key strategic leadership outcomes (i.e., performance, strategy, socio-ethical issues, innovation, governance), allowing us to identify key gaps and highlight inconsistencies. We then propose several research opportunities and challenges to move the field from phenomenon-driven standalone studies to a more coherent research program on the blurred boundaries between the private and professional lives of CEOs.     

CEO health

Using comprehensive data on 28 cohorts in Sweden, we analyze CEO health and its determinants and outcomes. We find CEOs are in much better health than the population and on par with other high-skill professionals. These results apply in particular to mental health and to CEOs of larger companies. We explore three mechanisms that can account for CEOs’ robust health. First, we find health predicts appointment to a CEO position. Second, the CEO position has no discernible impact on the health of its holder. Third, poor health is associated with greater CEO turnover. Here, both contemporaneous health and health at the time of appointment matter. Poor CEO health also predicts poor firm outcomes. We find a statistically significant association between mental health and corporate performance for smaller-firm CEOs, for whom a one standard deviation deterioration in mental health translates into a performance reduction of 6% relative to the mean.