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Does CEO Resilience matter ? An upper echelons perspective.

Abstract : Focusing on CEO resilience, this dissertation contributes to the upper echelons or strategic leadership research tradition and highlights a capacity, which is crucial in times of uncertainty, rapid change and pressure. Adopting a three essay format (two empirical and one theoretical pieces), it questions the influence of CEO resilience. The first chapter contextualises my work by reviewing previous "upper echelons" contributions pertaining to CEO characteristics and resilience literature. The first essay then investigates the impact of CEO resilience on firm performance and demonstrates the existence of a bell shape curvilinear relationship, relationship moderated by financial slack and industry complexity. The second essay confirms the existence of a U shape curvilinear relationship between CEO resilience and strategic dynamism and establishes the mediating role of strategic dynamism in the CEO resilience-company performance sequence. The third essay, which is conceptual, provides a model for internal and external diffusion of CEO resilience in times of crisis. Finally the concluding chapter of my thesis stresses some limitations, proposes future research avenues, and put forward some managerial implications.
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Submitted on : Friday, May 19, 2017 - 3:25:08 PM
Last modification on : Monday, November 16, 2020 - 8:41:11 AM


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  • HAL Id : tel-01525175, version 1



Jonathan Hayes. Does CEO Resilience matter ? An upper echelons perspective.. Business administration. Université Paris Saclay (COmUE), 2016. English. ⟨NNT : 2016SACLH001⟩. ⟨tel-01525175⟩



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