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Study finds CEOs hired from within perform better in long term
January 20, 2010
Quick-service brands looking for a new leader to guide them back to positive results after the economic recovery may very well have the best candidate already at their fingertips, according to a new study from Rice University's Jones Graduate School of Business.
The study found that companies that appoint a new CEO for strategic changes are better off in the long term by promoting someone from inside the company rather than hiring someone from the outside.
A number of QSR chains have already learned this lesson: McDonald's CEO Jim Skinner worked his way up from the griddle to the board room, while other CEOs advanced through the corporate ranks. Those leaders include Burger King CEO John Chidsey, Yum! Brands CEO David Novak, Wendy's/Arby's Group CEO Roland Smith and Jack in the Box CEO Linda Lang.
The study looked at the tenure and performance history of 193 CEOs in the industrial sector between 1993 and 1998. The researchers found that in the first few years of tenure, there is very little difference between the performances of CEOs promoted from within a company and CEOs hired from the outside. However, in later years, internally promoted CEOs outperformed externally hired CEOs.
"Newly appointed CEOs, both outsiders and insiders, tend to make changes, and it may take years to observe the performance impact of the changes," Zhang said in a news release. "Therefore, the relative advantage or disadvantage between 'inside' and 'outside' CEOs in initiating and implementing appropriate strategic changes is not seen immediately."
However, after three years, it's clear that inside CEOs fare better than outside CEOs, according to Zhang.
"When it comes to strategic change, outsiders typically are good at doing the rapid cost cutting and divestment. As tenure increases, obvious opportunities for cost cutting and divestment dry up. Inside CEOs, because of their deep knowledge and root in the firm, are more likely to initiate and implement strategic changes that can build the firm's long-term competitive advantage," Zhang said. "Boards of companies need to recognize that hiring an outside CEO poses greater risks to the company's performance in the long term."
The study, "Once an Outsider, Always an Outsider? CEO Origin, Strategic Change and Firm Performance," has been accepted for publication in Strategic Management Journal and was co-authored by Anthea Zhang, the Jesse H. Jones Distinguished Associate Professor of Management at Rice and Nandini Rajagopalan, professor of management and organization at the Marshall School of Business at the University of Southern California in Los Angeles.
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