Chief Operating Officer (CEO)

Paper Summary:

This paper discusses how the importance of a firm?s chief operating officer (CEO) to the firm?s performance and market value has long been recognized and how the process of selecting individuals for appointment as CEOs has been studied extensively and, at times, such studies have produced conflicting results. It evaluates how the addition of the growth of Internet-based firms has added to the complexity of determining the best fit of the traits and experiences of a candidate with the needs and culture of an organization. Through an extensive literature review, it analyzes traits and experiences of CEOs with a view toward identifying factors that may be useful in predicting the potential of an individual to be selected to assume the responsibilities of a CEO.

From the Paper:

"Pasternack, Van Nuys, and Perkins (1998) identified four behaviors that lead to CEO success. First, a successful CEO acts promptly once a problem has been identified and its character diagnosed. Equally important to CEO success, in this regard, is that a CEO should not act in a precipitous manner. Second, subordinate managers who do not actively support a CEO's program should be replaced quickly. Third, a CEO should prioritize her or his time and adhere to the policy thus established. Fourth, a successful CEO quickly establishes strong relationships "

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