Dataset for the study of CEO self-monitoring in organizations
doi: 10.4121/480e1fa5-e377-4e28-a96a-47f2932b9b39
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We propose an unobtrusive measure of the self-monitoring of chief executive officers (CEOs) and examine its effect on firms’ innovation strategy and performance. A dataset of 220 CEOs of 108 U.S.-based firms operating in innovation-intensive industries between 1998 and 2018 show that CEOs’ self-monitoring positively associates with their firms’ innovation strategy fluctuation and mildness, and it stimulates innovation performance quality and extremeness. The results suggest that high self-monitoring CEOs favor innovation strategies that change significantly over time, but which tend to align with the innovation strategies of other firms in their innovation space. The findings further show that in innovation-intensive industries, high self-monitoring CEOs’ firms perform better than low self-monitoring CEOs’ firms, and their performance level tends to stem farther away from other innovation-intensive firms. Our main contribution is to the understanding of how CEOs’ self-monitoring personality affects firms’ innovation-related strategic choices and performance.
- 2023-10-13 first online, published, posted
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