Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities

Yossef Srour, Natalie Shefer, Abraham Carmeli

Research output: Contribution to journalArticlepeer-review

7 Scopus citations

Abstract

With the increasing separation of the of the roles of the CEO and Chairperson, the interplay between them has been attracting considerable interest in both communities of scholarlship and practice. We examine the ways in which the work relationships between these two supreme executive functions may help in developing organizational processes and outcomes. In so doing, we shift the discussion from a corporate governance lens to examining how micro-level mechanisms, which are rooted in individual actions and interactions involving behavioral, cognitive and emotional mechanisms, may help cultivate higher-level processes and outcomes. Using a qualitative methodology in which pairs of Chairpersons and CEOs were interviewed, we developed a conceptual model which specifies how the nature of Chairperson-CEO work relationships may be conducive to cultivating organizational capabilities of knowledge creation and cultivate collective resilience, through the shaping of a supportive organizational communication climate. In so doing, we extended a micro-foundation framework by advancing a micro-relational lens to the corporate governance research and theory and more broadly to the literature on strategic leadership.

Original languageEnglish
Article number102124
JournalLong Range Planning
Volume55
Issue number3
DOIs
StatePublished - Jun 2022
Externally publishedYes

Bibliographical note

Publisher Copyright:
© 2021 Elsevier Ltd

Funding

We wish to the Guest Editor and anonymous reviewers of the journal for their constructive and very helpful comments and suggestions. We also thank Emanuel Gomes and Shmuel Ellis for their helpful comments and suggestions on earlier versions of this work, as well as the constructive feedbacks from participants of strategy seminar at Tel Aviv University. We acknowledge the financial support from The Jeremy Coller Foundation (20181), The Eli Hurvitz Institute of Strategic Management (20182), and The Henry Crown Institute of Business Research in Israel (20183). All remaining errors are our own. We wish to the Guest Editor and anonymous reviewers of the journal for their constructive and very helpful comments and suggestions. We also thank Emanuel Gomes and Shmuel Ellis for their helpful comments and suggestions on earlier versions of this work, as well as the constructive feedbacks from participants of strategy seminar at Tel Aviv University. We acknowledge the financial support from The Jeremy Coller Foundation ( 20181 ), The Eli Hurvitz Institute of Strategic Management ( 20182 ), and The Henry Crown Institute of Business Research in Israel ( 20183 ). All remaining errors are our own.

FundersFunder number
Eli Hurvitz Institute of Strategic Management20182
Henry Crown Institute of Business Research in Israel20183
Jeremy Coller Foundation20181
Tel Aviv University

    Keywords

    • Chairperson-CEO relationships
    • Micro-foundations of strategy
    • Positive work relationships
    • Resilience
    • Strategic leadership

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