CEOs who have COOs: contingency analysis of an unexplored structural form
We use contingency theory to examine, for the first time, the incidence and effectiveness of CEO/COO duos. We argue that industry dynamism, extraordinary organizational task demands, and the CEO's own professional limitations will influence the decision to have a COO, as well as its effect on p...
Gespeichert in:
| Veröffentlicht in: | Strategic management journal 2004-10, Vol.25 (10), p.959-979 |
|---|---|
| Hauptverfasser: | , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 979 |
|---|---|
| container_issue | 10 |
| container_start_page | 959 |
| container_title | Strategic management journal |
| container_volume | 25 |
| creator | Hambrick, Donald C. Cannella Jr, Albert A. |
| description | We use contingency theory to examine, for the first time, the incidence and effectiveness of CEO/COO duos. We argue that industry dynamism, extraordinary organizational task demands, and the CEO's own professional limitations will influence the decision to have a COO, as well as its effect on performance. Based on a large 10-year sample, we find some support for the contingency view in explaining the presence of COOs; we particularly find that CEOs who lack experience in operational activities and in managing the focal firm are relatively likely to have COOs. We find, however, essentially no support for the contingency view in explaining when COOs are most beneficial. Instead, we find strong evidence of a very substantial negative main effect: CEOs who have COOs deliver lower organizational performance than those who do not. |
| doi_str_mv | 10.1002/smj.407 |
| format | Article |
| fullrecord | <record><control><sourceid>jstor_proqu</sourceid><recordid>TN_cdi_proquest_miscellaneous_37997271</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><jstor_id>20142172</jstor_id><sourcerecordid>20142172</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4317-6e3c8806f47788140cecc7834454a85779714e519b668cbe1bb3b63e41c880653</originalsourceid><addsrcrecordid>eNp10ctKJDEUBuAgCrYXfIKBMAtdSGlulaTcSXtHbfDCzC6kYkqrp7rS5lSp_fbGKXEhuMqB_0sg_0Foi5I9Sgjbh9l0TxC1hEaUFCojTMplNCJU8IyRIl9FawBTQtJYFCN0Pj6eAH59CvjJvng8nkzgALvQdnX76Fu3wLa1zQJqwKFKM-5b_zZvQvQPGLrYu66PtsFViLMNtFLZBvzm57mO7k-O78Zn2eXk9Hx8eJk5wanKpOdOayIroZTWVBDnnVOaC5ELq3OlCkWFz2lRSqld6WlZ8lJyL-j_azlfR9vDu_MYnnsPnZnV4HzT2NaHHgxXRaGYogn-_ganoY_pO2AYywklXMuEdgbkYgCIvjLzWM9sXBhKzEefJvVpUp9J7g7ytW784idmbq8uBv1r0FPoQvzSLO2BUcVSng15DZ1_-8pt_Gek4io3f65PzdE1_UuuNDU3_B0wX4xk</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>225010386</pqid></control><display><type>article</type><title>CEOs who have COOs: contingency analysis of an unexplored structural form</title><source>Wiley Online Library Journals Frontfile Complete</source><source>Jstor Complete Legacy</source><creator>Hambrick, Donald C. ; Cannella Jr, Albert A.</creator><creatorcontrib>Hambrick, Donald C. ; Cannella Jr, Albert A.</creatorcontrib><description>We use contingency theory to examine, for the first time, the incidence and effectiveness of CEO/COO duos. We argue that industry dynamism, extraordinary organizational task demands, and the CEO's own professional limitations will influence the decision to have a COO, as well as its effect on performance. Based on a large 10-year sample, we find some support for the contingency view in explaining the presence of COOs; we particularly find that CEOs who lack experience in operational activities and in managing the focal firm are relatively likely to have COOs. We find, however, essentially no support for the contingency view in explaining when COOs are most beneficial. Instead, we find strong evidence of a very substantial negative main effect: CEOs who have COOs deliver lower organizational performance than those who do not.</description><identifier>ISSN: 0143-2095</identifier><identifier>EISSN: 1097-0266</identifier><identifier>DOI: 10.1002/smj.407</identifier><identifier>CODEN: SMAJD8</identifier><language>eng</language><publisher>Chichester, UK: John Wiley & Sons, Ltd</publisher><subject>Business structures ; Chief executive officers ; chief executives ; Chief operating officers ; contingency theory ; Corporate strategies ; Duets ; Economic structure ; Educational administration ; Executives ; Furniture industry ; Growth industries ; Heirs apparent ; Industry ; Interviews ; Leadership ; Management ; Management styles ; Organization ; Presidents ; Roles ; Sales growth ; Strategic management ; Studies ; upper echelons</subject><ispartof>Strategic management journal, 2004-10, Vol.25 (10), p.959-979</ispartof><rights>Copyright 2004 John Wiley & Sons, Ltd.</rights><rights>Copyright © 2004 John Wiley & Sons, Ltd.</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4317-6e3c8806f47788140cecc7834454a85779714e519b668cbe1bb3b63e41c880653</citedby><cites>FETCH-LOGICAL-c4317-6e3c8806f47788140cecc7834454a85779714e519b668cbe1bb3b63e41c880653</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/20142172$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/20142172$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,778,782,801,1414,27907,27908,45557,45558,58000,58233</link.rule.ids></links><search><creatorcontrib>Hambrick, Donald C.</creatorcontrib><creatorcontrib>Cannella Jr, Albert A.</creatorcontrib><title>CEOs who have COOs: contingency analysis of an unexplored structural form</title><title>Strategic management journal</title><addtitle>Strat. Mgmt. J</addtitle><description>We use contingency theory to examine, for the first time, the incidence and effectiveness of CEO/COO duos. We argue that industry dynamism, extraordinary organizational task demands, and the CEO's own professional limitations will influence the decision to have a COO, as well as its effect on performance. Based on a large 10-year sample, we find some support for the contingency view in explaining the presence of COOs; we particularly find that CEOs who lack experience in operational activities and in managing the focal firm are relatively likely to have COOs. We find, however, essentially no support for the contingency view in explaining when COOs are most beneficial. Instead, we find strong evidence of a very substantial negative main effect: CEOs who have COOs deliver lower organizational performance than those who do not.</description><subject>Business structures</subject><subject>Chief executive officers</subject><subject>chief executives</subject><subject>Chief operating officers</subject><subject>contingency theory</subject><subject>Corporate strategies</subject><subject>Duets</subject><subject>Economic structure</subject><subject>Educational administration</subject><subject>Executives</subject><subject>Furniture industry</subject><subject>Growth industries</subject><subject>Heirs apparent</subject><subject>Industry</subject><subject>Interviews</subject><subject>Leadership</subject><subject>Management</subject><subject>Management styles</subject><subject>Organization</subject><subject>Presidents</subject><subject>Roles</subject><subject>Sales growth</subject><subject>Strategic management</subject><subject>Studies</subject><subject>upper echelons</subject><issn>0143-2095</issn><issn>1097-0266</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2004</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNp10ctKJDEUBuAgCrYXfIKBMAtdSGlulaTcSXtHbfDCzC6kYkqrp7rS5lSp_fbGKXEhuMqB_0sg_0Foi5I9Sgjbh9l0TxC1hEaUFCojTMplNCJU8IyRIl9FawBTQtJYFCN0Pj6eAH59CvjJvng8nkzgALvQdnX76Fu3wLa1zQJqwKFKM-5b_zZvQvQPGLrYu66PtsFViLMNtFLZBvzm57mO7k-O78Zn2eXk9Hx8eJk5wanKpOdOayIroZTWVBDnnVOaC5ELq3OlCkWFz2lRSqld6WlZ8lJyL-j_azlfR9vDu_MYnnsPnZnV4HzT2NaHHgxXRaGYogn-_ganoY_pO2AYywklXMuEdgbkYgCIvjLzWM9sXBhKzEefJvVpUp9J7g7ytW784idmbq8uBv1r0FPoQvzSLO2BUcVSng15DZ1_-8pt_Gek4io3f65PzdE1_UuuNDU3_B0wX4xk</recordid><startdate>200410</startdate><enddate>200410</enddate><creator>Hambrick, Donald C.</creator><creator>Cannella Jr, Albert A.</creator><general>John Wiley & Sons, Ltd</general><general>John Wiley and Sons</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7XB</scope><scope>87Z</scope><scope>88C</scope><scope>88K</scope><scope>8A3</scope><scope>8BJ</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FQK</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>JBE</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M0T</scope><scope>M2T</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>200410</creationdate><title>CEOs who have COOs: contingency analysis of an unexplored structural form</title><author>Hambrick, Donald C. ; Cannella Jr, Albert A.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4317-6e3c8806f47788140cecc7834454a85779714e519b668cbe1bb3b63e41c880653</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2004</creationdate><topic>Business structures</topic><topic>Chief executive officers</topic><topic>chief executives</topic><topic>Chief operating officers</topic><topic>contingency theory</topic><topic>Corporate strategies</topic><topic>Duets</topic><topic>Economic structure</topic><topic>Educational administration</topic><topic>Executives</topic><topic>Furniture industry</topic><topic>Growth industries</topic><topic>Heirs apparent</topic><topic>Industry</topic><topic>Interviews</topic><topic>Leadership</topic><topic>Management</topic><topic>Management styles</topic><topic>Organization</topic><topic>Presidents</topic><topic>Roles</topic><topic>Sales growth</topic><topic>Strategic management</topic><topic>Studies</topic><topic>upper echelons</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hambrick, Donald C.</creatorcontrib><creatorcontrib>Cannella Jr, Albert A.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Healthcare Administration Database (Alumni)</collection><collection>Telecommunications (Alumni Edition)</collection><collection>Entrepreneurship Database (Alumni Edition)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>International Bibliography of the Social Sciences</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>Telecommunications Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Strategic management journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hambrick, Donald C.</au><au>Cannella Jr, Albert A.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>CEOs who have COOs: contingency analysis of an unexplored structural form</atitle><jtitle>Strategic management journal</jtitle><addtitle>Strat. Mgmt. J</addtitle><date>2004-10</date><risdate>2004</risdate><volume>25</volume><issue>10</issue><spage>959</spage><epage>979</epage><pages>959-979</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><abstract>We use contingency theory to examine, for the first time, the incidence and effectiveness of CEO/COO duos. We argue that industry dynamism, extraordinary organizational task demands, and the CEO's own professional limitations will influence the decision to have a COO, as well as its effect on performance. Based on a large 10-year sample, we find some support for the contingency view in explaining the presence of COOs; we particularly find that CEOs who lack experience in operational activities and in managing the focal firm are relatively likely to have COOs. We find, however, essentially no support for the contingency view in explaining when COOs are most beneficial. Instead, we find strong evidence of a very substantial negative main effect: CEOs who have COOs deliver lower organizational performance than those who do not.</abstract><cop>Chichester, UK</cop><pub>John Wiley & Sons, Ltd</pub><doi>10.1002/smj.407</doi><tpages>21</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0143-2095 |
| ispartof | Strategic management journal, 2004-10, Vol.25 (10), p.959-979 |
| issn | 0143-2095 1097-0266 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_37997271 |
| source | Wiley Online Library Journals Frontfile Complete; Jstor Complete Legacy |
| subjects | Business structures Chief executive officers chief executives Chief operating officers contingency theory Corporate strategies Duets Economic structure Educational administration Executives Furniture industry Growth industries Heirs apparent Industry Interviews Leadership Management Management styles Organization Presidents Roles Sales growth Strategic management Studies upper echelons |
| title | CEOs who have COOs: contingency analysis of an unexplored structural form |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-16T23%3A40%3A05IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=CEOs%20who%20have%20COOs:%20contingency%20analysis%20of%20an%20unexplored%20structural%20form&rft.jtitle=Strategic%20management%20journal&rft.au=Hambrick,%20Donald%20C.&rft.date=2004-10&rft.volume=25&rft.issue=10&rft.spage=959&rft.epage=979&rft.pages=959-979&rft.issn=0143-2095&rft.eissn=1097-0266&rft.coden=SMAJD8&rft_id=info:doi/10.1002/smj.407&rft_dat=%3Cjstor_proqu%3E20142172%3C/jstor_proqu%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=225010386&rft_id=info:pmid/&rft_jstor_id=20142172&rfr_iscdi=true |