New CEO-TMT Relational Demography and Strategic Change: Moderating Role of Managerial Discretion

2016 ◽  
Vol 2016 (1) ◽  
pp. 17451
Author(s):  
Danyang Li ◽  
Wei Shen ◽  
Zhenzhen Xie
Keyword(s):  
Strategic Change ◽  
Managerial Discretion ◽  
Relational Demography ◽  
Moderating Role

CEO outsiderness and firm performance in an emerging economy: The moderating role of managerial discretion

2018 ◽  
Vol 26 (5) ◽  
pp. 798-814
Author(s):  
Aylin Ataay
Keyword(s):  
Firm Performance ◽  
Chief Executive ◽  
Emerging Economy ◽  
Managerial Discretion ◽  
Ceo Succession ◽  
Direct Impact ◽  
And Performance ◽  
Succession Events ◽  
Moderating Role

AbstractInconsistent findings from prior research on the performance consequences of new Chief Executive Officer (CEO) origin led us to study the moderating effect of managerial discretion on the link between CEO outsiderness and firms’ post-succession performance. Data from 75 CEO succession events from an emerging economy show that new CEO outsiderness, without managerial discretion context influences, has no direct impact on post-succession performance. Further, our findings emphasise the moderating impacts of managerial discretion, stemming from factors in a company’s external and internal contingencies, which either strengthen or weaken the association between new CEO outsiderness and post-succession firm performance. It is found that market complexity, but not munificence, provides CEOs with more discretion in the Turkish context, thus strengthening the positive associations between CEO origin and firm performance. Firms inertia weakens both managerial discretion level and the association between CEO outsiderness and firm performance. The results show that internal corporate governance also matters. Finally, when a CEO assumes the dual role of both the chairman and the CEO, the link between CEO outsiderness and performance of the firm becomes stronger.

The Moderating Role of Top Management Team Diversity in Strategic Change in a Multicultural Context

2018 ◽  
Vol 16 (4) ◽  
pp. 957-973 ◽  
Author(s):  
M. Carmen Díaz‐Fernández ◽  
M. Rosario González‐Rodríguez ◽  
Biagio Simonetti
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Diversity ◽  
Multicultural Context ◽  
Moderating Role

Mediating effect of organizational learning and moderating role of environmental dynamism on the relationship between strategic change and firm performance

2019 ◽  
Vol 12 (2) ◽  
pp. 275-297 ◽  
Author(s):  
Haruna Isa Mohammad
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Strategic Change ◽  
Developed Countries ◽  
Mediating Effect ◽  
Environmental Dynamism ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose With the materialization of literature on strategic change, it is clear that organizational learning and organizational dynamism have been among the most notable areas of study. The purpose of this paper is to extend the literature on strategic management by examining the mediating effects of organizational learning and the moderating role of environmental dynamism on the relationship between strategic change and firm performance. Design/methodology/approach A survey questionnaire was administered to 650 respondents who were both corporate and business-level managers of 22 main deposit money banks (commercial banks) and their branches across the country. In total, 630 questionnaires were returned and 587 were used after following all the processes of data preparation. Path analysis was employed to test the hypotheses in this study using Smart PLS 3. Findings The study found a significant mediating effect of organizational learning on the relationship between strategic change and firm performance. Although no significant moderating role of environmental dynamism was found, the directions of the path coefficients are consistent with the hypothesis. All the relationships between the constructs are significant. Research limitations/implications It is paramount for managers to understand the type of environment and learning that fits diverse kinds of strategic changes in order to improve firm performance. It is evident that changes that are not proactive and generative organizational learning may seem dangerous for a firm. However, organizations should learn to incorporate the change to be able to compete in a dynamic competitive environment. Originality/value Prior studies on strategic change, environmental dynamism and organizational learning have mainly focused on manufacturing and construction industries in the developed countries, but less has been done in the service sector, particularly the banking organizations in developing countries. Nigeria is one of those countries. Therefore, this study focuses on the links between strategic change and firm performance, moderating role of environmental dynamism and the mediating effect of organizational learning within the context of the Nigerian deposit money banks.

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