Managing International Interdependence: CEO Characteristics in a Resource-Based Framework

Abstract

This study's basic argument is that the level of a firm's international interdependence influences the pattern of CEO characteristics ideal for enabling a CEO to contribute to firm performance. In data from 74 CEOs and their firms, the influence of locus of control, information evaluation style, and international experience on firm performance varied with interdependence. A marketing management specialization hindered performance in a high international interdependence context and helped it in a low interdependence context. Furthermore, an overall pattern of CEO characteristics consistent with hypothesized theoretical profiles had an important influence on firm performance.