Dataset for the study of CEO self-monitoring in organizations

doi: 10.4121/480e1fa5-e377-4e28-a96a-47f2932b9b39.v1
The doi above is for this specific version of this dataset, which is currently the latest. Newer versions may be published in the future. For a link that will always point to the latest version, please use
doi: 10.4121/480e1fa5-e377-4e28-a96a-47f2932b9b39
Datacite citation style:
Vlas, Cristina (2023): Dataset for the study of CEO self-monitoring in organizations. Version 1. 4TU.ResearchData. dataset. https://doi.org/10.4121/480e1fa5-e377-4e28-a96a-47f2932b9b39.v1
Other citation styles (APA, Harvard, MLA, Vancouver, Chicago, IEEE) available at Datacite
Dataset
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time coverage
1998-2008
licence
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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.

history
  • 2023-10-13 first online, published, posted
publisher
4TU.ResearchData
format
.xlsx
organizations
University of Massachusetts Amherst

DATA

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