Chief human resources officers on top management teams: an empirical analysis of contingency, institutional, and homophily antecedents

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dc.contributor.authorAbt, Magdalena
dc.contributor.authorKnyphausen-Aufseß, Dodo zu
dc.date.accessioned2017-08-29T07:24:31Z
dc.date.available2017-08-29T07:24:31Z
dc.date.issued2016
dc.description.abstractHaving the director of human resources (HR) as a member of the top management team (TMT) and giving him/her the title of chief human resources officer (CHRO) indicates an important strategic and symbolic choice. Such decisions not only determine who participates in controlling an organization and setting its strategic direction, but also reflect the organizational structure. In this paper, we examine the antecedents of CHRO presence according to the contingency, institutional, and homophily theories. Based on a multi-industry sample of 215 firms that considers a 10-year period, we find that the presence of a CHRO is influenced by the rates of unionization, rapid declines or increases in numbers of employees, the employment of a new or outsider chief executive officer (CEO), and the institutionalization of the CHRO position in the industry or firm. However, we find no evidence of the presumed influence of knowledge intensity or the CEO or TMT human resource management (HRM) experience. Overall, we find that the institutional theory has the highest explanatory power regarding the existence of CHRO positions.en
dc.identifier.eissn2198-2627
dc.identifier.issn2198-3402
dc.identifier.urihttps://depositonce.tu-berlin.de/handle/11303/6657
dc.identifier.urihttp://dx.doi.org/10.14279/depositonce-6098
dc.language.isoen
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.subject.ddc650 Management und unterstützende Tätigkeiten
dc.subject.otherchief human resources officeren
dc.subject.othertop management teamen
dc.subject.othercontingency theoryen
dc.subject.otherinstitutional theoryen
dc.subject.otherhomophily theoryen
dc.subject.otherupper echelon theoryen
dc.titleChief human resources officers on top management teams: an empirical analysis of contingency, institutional, and homophily antecedentsen
dc.typeArticle
dc.type.versionpublishedVersion
dcterms.bibliographicCitation.doi10.1007/s40685-016-0039-2
dcterms.bibliographicCitation.issue1
dcterms.bibliographicCitation.journaltitleBusiness research
dcterms.bibliographicCitation.originalpublishernameSpringer
dcterms.bibliographicCitation.originalpublisherplaceHeidelberg
dcterms.bibliographicCitation.pageend77
dcterms.bibliographicCitation.pagestart49
dcterms.bibliographicCitation.volume10
tub.accessrights.dnbfree
tub.affiliationFak. 7 Wirtschaft und Management::Inst. Technologie und Management (ITM)::FG Strategische Führung und Globales Managementde
tub.affiliation.facultyFak. 7 Wirtschaft und Managementde
tub.affiliation.groupFG Strategische Führung und Globales Managementde
tub.affiliation.instituteInst. Technologie und Management (ITM)de
tub.publisher.universityorinstitutionTechnische Universität Berlin

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