CEO Personality, Strategic Flexibility, and Firm Performance: The Case of the Indian Business Process Outsourcing Industry

Nadkarni, Sucheta; Herrmann, Pol

doi:10.5465/amj.2010.54533196

Cited by 595 publications

(580 citation statements)

References 103 publications

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“…Florin et al (2003) highlight the role of experience and personal networks on sales growth and return on sales in high-growth ventures. Nadkarni (2010) investigates the relationship between personality of the CEO and performance of the business process outsourcing industry. Auh & Menguc (2006) demonstrate that top management team experience diversity moderates the effect of customer orientation on organizational performance.…”

Section: Business and Economic Researchmentioning

confidence: 99%

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Mention¹

2012

Business and Economic Research

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This article provides a systematic review of the literature on the complex relationships between intellectual capital, innovation and performance. Although these concepts are clearly intertwined, there has been so far and to the best of our knowledge, no attempt to systematically review and integrate the literature examining the relationships between them. Two main streams of literature emerge: on the one hand, some literature focuses on the economic and financial effects of intellectual capital and its components on performance and on the other hand, a small set of survey-based studies aims to delineate these effects adopting a multidimensional approach to performance. Besides these two streams, there is a wealth of literature exploring the effect of isolated element of human, structural or relational capital on performance. Nevertheless, these studies rarely refer to these concepts directly and it is therefore contended that using the concept of intellectual capital may provide interesting insights to illuminate the complex relationships between firms' resources and activities to leverage its intangible assets, innovation and performance. In doing so, it provides an intellectual capital oriented framework to capture the distinctive features of innovation at firm level and hence contributes to the scarce stream of literature focusing on better identifying and delineating innovation effects on performance.

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Section: Business and Economic Researchmentioning

confidence: 99%

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Mention¹

2012

Business and Economic Research

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“…Table 6 also demonstrates that agreeableness (P1) produced the highest mean score (4.3663), meaning that the respondents in this study described themselves as friendly and eager to help others, kind, flexible, trusting soft-hearted and tolerant. Conscientiousness (P5) produced the second highest mean score (4.3366) which implies that the respondents agreed that they were hardworking, achievement-oriented; persevere in their endeavors (Nadkarni and Herrmann, 2010). Following conscientiousness in score was openness to experience (P2) with the score 4.2376.…”

Section: Respondent Demographic Profilementioning

confidence: 99%

“…Nadkarni and Herrmann (2010) found that extroversion, emotional stability and openness to experience influenced the performance of a firm. However, the results produced by Bono and Judge (2004) for conscientiousness and agreeableness differ somewhat from those of previous studies.…”

Section: Impact Of Big Five Personality Traits On Entrepreneurial Sucmentioning

confidence: 99%

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Personality and business performance: A case of entrepreneurs

Omar

2017

Int. j. adv. appl. sci.

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Studies on the relationship between personality and business performance are not new, locally and internationally. However, some of these studies conducted produced mixed results which is why this study was undertaken. This study is aimed at examining the effect of personality on business performance among entrepreneurs in Seberang Takir, Terengganu. Questionnaires were used for data collection. Since Seberang Takir is only a small district but has been the focus for many development activities, the sample comprised only 114 entrepreneurs. The results revealed that personality can only explain its effect on business performance among entrepreneurs in Seberang Takir by 6.4%. This means that personality is not a major factor that determines one's business performance. Similar to the findings from some of the previous studies, the regression analysis in this study demonstrated that personality has a significant influence on business performance. The results of the study provide insights and further understanding on how personality contributes to the performance of a firm.

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“…The Behavioral Theory of the Firm (Cyert and March, 1992) argues that while small firms may operate under the guidance of the entrepreneur, larger firms include coalitions of individuals or groups that participate in setting goals and making decisions. Nevertheless, the issue of how CEOs facilitate strategic decision-making processes in TMTs , influence organizational processes (Garcia-Morales et al, 2008) and help to build adaptability (Nadkarni and Herrmann, 2010) remains elusive. Hambrick (1994) noted that a focus on TMT behavioural integration (BI), which refers to the extent to which a TMT is engaged in a mutual and collaborative interaction (Hambrick, 1994), may explain adaptive and maladaptive organizational responses to changing environments (Hambrick, 1998), but this line of research still needs further theoretical development and empirical evidence (Hambrick, 2007;Simsek et al, 2005), particularly in the context of small entrepreneurial firms (Johnson et al, 2003;Lubatkin et al, 2006).…”

Section: Introductionmentioning

confidence: 99%

How CEOs And TMTs Build Adaptive Capacity In Small Entrepreneurial Firms

Friedman

Carmeli

Tishler

2015

AMPROC

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Research suggests that a CEO may have more influence in the context of small entrepreneurial firms, but it is still unclear how a company's chief executive facilitates strategic decision-making. Little is known about the ways in which these individuals build strategic capabilities, such as the capacity to adapt to changing environments. This study addresses these issues and develops a model indicating that transformational leadership facilitates behavioural integration and comprehensiveness in the decision process among members of the top management team (TMT), which in turn enhances organizational capacity to adapt to environmental changes. Survey results shed light on the complex way in which CEOs facilitate processes within the TMT and enhance small entrepreneurial firms' capacity to adapt, thereby increasing their viability. This study contributes to the literatures on Upper Echelon Theory, strategic decision-making, and dynamic capabilities by shedding light on the ways in which transformational leaders influence behavioural and decision-making processes.

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CEO Personality, Strategic Flexibility, and Firm Performance: The Case of the Indian Business Process Outsourcing Industry

Cited by 595 publications

References 103 publications

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Intellectual Capital, Innovation and Performance: a Systematic Review of the Literature

Personality and business performance: A case of entrepreneurs

How CEOs And TMTs Build Adaptive Capacity In Small Entrepreneurial Firms

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