The Effects of Culture on CEO Power: International Evidence from Executive Turnover

52 Pages Posted: 25 Nov 2015 Last revised: 29 Oct 2017

Daniel Urban

Erasmus University Rotterdam (EUR) - Department of Business Economics

Date Written: October 28, 2017

Abstract

Based on a hand-collected dataset with more than 5,000 forced and voluntary CEO transitions across 37 countries, I find that the importance and power of CEOs differ from country to country. CEOs are less likely to be dismissed for bad performance in more hierarchical countries. The results are robust to alternative measures of hierarchy, a large battery of control variables, subsample analysis, placebo tests, and different empirical methodologies. Stronger hierarchies also allow for idiosyncratic managerial styles around exogenous turnovers of CEOs. This is in contrast to existing literature on CEOs in the U.S., where hierarchies are relatively flat.

Keywords: Corporate governance, CEOs, turnover, culture, agency problems, managerial entrenchment

JEL Classification: G34, G38

Suggested Citation

Urban, Daniel, The Effects of Culture on CEO Power: International Evidence from Executive Turnover (October 28, 2017). Available at SSRN: https://ssrn.com/abstract=2694578 or http://dx.doi.org/10.2139/ssrn.2694578

Daniel Urban (Contact Author)

Erasmus University Rotterdam (EUR) - Department of Business Economics ( email )

Netherlands

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