Organizational structure and CEO dominance

IF 2.1 Q3 BUSINESS

Journal of Organization Design Pub Date : 2021-02-09 DOI:10.5465/AMBPP.2016.13612ABSTRACT

C. Schumacher

引用次数: 3

Abstract

We explore the effects of chief executive officers’ (CEOs’) personal dominance—an idiosyncratic character trait strongly associated with a desire for influence and control—on two fundamental organizational design decisions: the CEO’s span of control (1) and her delegation of responsibilities as reflected in the appointment of a chief operating officer (COO) (2). Linking three original measures of CEO dominance based on quarterly earnings calls with manually collected data on span of control and COO positions for a sample of CEOs presiding over large US corporations, we demonstrate that CEOs who are high in dominance have a significantly larger personal span of control and delegate fewer decision rights than less-dominant CEOs. We discuss implications of our findings and future questions from an organizational design perspective.

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组织结构与CEO支配地位

我们探讨了首席执行官（CEO）的个人主导地位——一种与影响力和控制欲密切相关的特质——对两个基本组织设计决策的影响：首席执行官的控制范围（1）和首席运营官任命中反映的职责委派（2）。将基于季度财报电话会议的三种CEO主导权的原始衡量标准与手动收集的美国大公司CEO控制跨度和首席运营官职位的数据联系起来，我们证明，与主导权较弱的CEO相比，主导权较高的CEO个人控制跨度要大得多，授权的决策权更少。我们从组织设计的角度讨论我们的发现和未来问题的含义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Organization Design Business, Management and Accounting-Strategy and Management

CiteScore

3.50

自引率

0.00%

发文量

期刊介绍： The Journal of Organization Design is the intellectual home of organization design thinking. Drawing on a wide variety of disciplines, organization design analyzes how organizations work, and how they can work better, focusing on the choices about structures, systems, and processes that drive various organizational outcomes. The journal advances understanding of topics important to academic researchers and industry professionals alike. We aim to publish novel research and commentary on known or emerging organization design concepts and phenomena; examine new technologies for the design and management of organizations; derive practical implications from existing studies; and analyze new and unusual forms of organizing. We welcome high-quality submissions that expand on the foundations of organization design and uncover new phenomena. Uniquely, authors can choose from numerous article formats, providing customized vehicles for expression. Articles are peer-reviewed, written, and read not only by design scholars, but also by managers within organizations.