Frequent CEO Turnover and Firm Performance: The Resilience Effect of Workforce Diversity
CEO turnover (or succession) is a critical event in an organization that influences organizational processes and performance. The objective of this study is to investigate whether workforce diversity (i.e., age, gender, and education-level diversity) might have a resilience effect on firm performanc...
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| Published in | Journal of business ethics Vol. 173; no. 1; pp. 185 - 203 |
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| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Dordrecht
Springer
01.09.2021
Springer Netherlands Springer Nature B.V |
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| Online Access | Get full text |
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| Abstract | CEO turnover (or succession) is a critical event in an organization that influences organizational processes and performance. The objective of this study is to investigate whether workforce diversity (i.e., age, gender, and education-level diversity) might have a resilience effect on firm performance under the frequency of CEO turnover. Based on a sample of 409 Korean firms from 2010 to 2015, our results show that firms with more frequent CEO turnover have a lower firm performance. However, firms with more gender and education-level diversity could buffer the disruptive effect of frequent CEO turnover on firm performance to offer a benefit to the organization. Our theory and findings suggest that effectively managing diverse workforce can be a resilience factor in an uncertain organizational environment because diverse workforce has complementary skills and behaviors that can cope better with uncertainty and signals social inclusion of an organization, thus fostering a long-term exchange relationship. These findings contribute to the literature on CEO turnover (or succession) and diversity. |
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| AbstractList | CEO turnover (or succession) is a critical event in an organization that influences organizational processes and performance. The objective of this study is to investigate whether workforce diversity (i.e., age, gender, and education-level diversity) might have a resilience effect on firm performance under the frequency of CEO turnover. Based on a sample of 409 Korean firms from 2010 to 2015, our results show that firms with more frequent CEO turnover have a lower firm performance. However, firms with more gender and education-level diversity could buffer the disruptive effect of frequent CEO turnover on firm performance to offer a benefit to the organization. Our theory and findings suggest that effectively managing diverse workforce can be a resilience factor in an uncertain organizational environment because diverse workforce has complementary skills and behaviors that can cope better with uncertainty and signals social inclusion of an organization, thus fostering a long-term exchange relationship. These findings contribute to the literature on CEO turnover (or succession) and diversity. |
| Author | Kim, Youngsang Jeong, Sophia Soyoung Moon, Jinhee Yiu, Daphne W. |
| Author_xml | – sequence: 1 givenname: Youngsang surname: Kim fullname: Kim, Youngsang – sequence: 2 givenname: Sophia Soyoung surname: Jeong fullname: Jeong, Sophia Soyoung – sequence: 3 givenname: Daphne W. surname: Yiu fullname: Yiu, Daphne W. – sequence: 4 givenname: Jinhee surname: Moon fullname: Moon, Jinhee |
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| Copyright | Springer Nature B.V. 2021 Springer Nature B.V. 2020 Springer Nature B.V. 2020. |
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| Keywords | Firm performance CEO succession CEO turnover Diversity Resilience |
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| Snippet | CEO turnover (or succession) is a critical event in an organization that influences organizational processes and performance. The objective of this study is to... |
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| SubjectTerms | Business and Management Business Ethics Chief executive officers Companies Education Ethics Gender Management Organizational environment Organizational performance Original Paper Philosophy Quality of Life Research Resilience Social integration Succession Uncertainty Workforce Workplace diversity |
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| Title | Frequent CEO Turnover and Firm Performance: The Resilience Effect of Workforce Diversity |
| URI | https://www.jstor.org/stable/45396230 https://link.springer.com/article/10.1007/s10551-020-04534-0 https://www.proquest.com/docview/2568394574 |
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