Faster Route to the CEO Suite: Nepotism or Managerial Proficiency?

Carlo Salvato, Alessandro Minichilli and Raffaella Piccarreta, all of Bocconi University, published “Faster Route to the CEO Suite: Nepotism or Managerial Proficiency?” on December 5th, 2011 in Family Business Review. To view other OnlineFirst articles, please click here.

The abstract:

The aim of this article is to investigate the differences between the careers of CEOs in family and nonfamily firms and the differences between the careers of family and nonfamily CEOs within family firms. Extant literature focuses on the family or nonfamily nature of firm leadership, especially around CEOs’ transitions. It predicts that agency considerations prevail in favoring the appointment of family members and insiders as CEOs and in granting them faster and quicker careers. In contrast, detailed analysis of the entire careers of 100 CEOs—from their graduation to their first appointment as CEO—shows that the accumulation of human capital throughout a manager’s career prevails over agency considerations in predicting CEO appointments.

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This entry was posted in Family Business and tagged , , , by Cynthia Nalevanko, Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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