The influence of CEO power on explorative and exploitative organizational innovation

被引：92

作者：

Sariol, Ana M. ^{[1
]}

Abebe, Michael A. ^{[2
]}

机构：

[1] Univ South Dakota, Dept Management, Beacom Sch Business, 414 E Clark St, Vermillion, SD 57069 USA

[2] Univ Texas Rio Grande Valley, Robert C Vackar Coll Business & Entrepreneurship, Dept Management, 1201 West Univ Dr, Edinburg, TX 78539 USA

来源：

JOURNAL OF BUSINESS RESEARCH | 2017年 / 73卷

关键词：

CEO power; Innovation; Exploitation; Exploration; Behavioral agency theory; CEO origin; FIRM PERFORMANCE; AMBIDEXTERITY; MANAGEMENT; SUCCESSION; ORIGIN; IMPACT;

D O I：

10.1016/j.jbusres.2016.11.016

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Despite the growing research evidence on the effect of powerful CEOs on organizational outcomes, their role in shaping the firm's innovation agenda has received little scholarly attention. This study examines the effect of CEO power on exploratory and exploitative innovation. Drawing from core arguments of Behavioral Agency Theory, this study proposes that firms led by powerful CEOs are likely to pursue more exploratory and less exploitative innovations. Furthermore, these relationships are significantly strengthened by CEO Outsider Status. Using data from 150 U.S. firms, the results reveal a significant positive relationship between CEO power and explorative innovation. Contrary to predictions, firms led by powerful CEOs engage in more not less exploitative innovation when the CEO is appointed from outside the firm. Overall, the findings provide a more nuanced explanation of the link between CEO power and organizational innovation. Implications for research and practice are discussed. (C) 2016 Elsevier Inc All rights reserved.

引用

页码：38 / 45

页数：8

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