MANAGING STRATEGIC CHANGE: THE DUALITY OF CEO PERSONALITY

被引：241

作者：

Herrmann, Pol ^{[1
]}

Nadkarni, Sucheta ^{[2
]}

机构：

[1] Iowa State Univ, Coll Business, Dept Management, Ames, IA 50011 USA

[2] Drexel Univ, Dept Management, LeBow Coll Business, Philadelphia, PA 19104 USA

来源：

STRATEGIC MANAGEMENT JOURNAL | 2014年 / 35卷 / 09期

关键词：

CEO personality; strategic change; strategic leadership; five factor model; TOP-MANAGEMENT; BIG; 5; ORGANIZATIONAL PERFORMANCE; TRANSFORMATIONAL LEADERSHIP; TURBULENT ENVIRONMENTS; EXECUTIVE SUCCESSION; DYNAMIC CAPABILITIES; RANGE RESTRICTION; FIRM PERFORMANCE; SELF-EVALUATIONS;

D O I：

10.1002/smj.2156

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Using the five factor model (FFM) of personality, we delineate two distinct roles of CEO personality in managing strategic change: initiating strategic change and determining the performance effects of strategic change implementation. Based on data from 120 smalland medium-sized enterprises (SMEs) in Ecuador, we found that some FFM traits of CEOs influenced initiation only (extraversion and openness), others similarly influenced initiation and performance effects of implementation (emotional stability and agreeableness), and still others had opposing effects on initiation and effective implementation (conscientiousness). These results point to a dual role of CEO FFM of personality in managing strategic change, and they indicate the differences in CEO FFM traits needed to initiate strategic change and those needed to improve the performance effects of strategic change implementation. Copyright (C) 2013 John Wiley & Sons, Ltd.

引用

页码：1318 / 1342

页数：25

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