Ready, set, go: CEO’S early tenure acquisitions & post-deal performance
Manjot S. Bhussar,
Michelle L. Zorn,
Aaron D. Hill and
Ying Schwarte
Journal of Business Research, 2025, vol. 199, issue C
Abstract:
New CEOs often pursue acquisitions early in their tenures; however, not all early deals lead to success. Integrating knowledge-based view and upper echelon’s theory, we examine how the timing of acquisitions in a new CEO’s early tenure affects post-deal performance. We theorize an inverted U-shaped relationship where waiting allows new CEOs to gain knowledge to improve post-acquisition performance. However, waiting too long causes post-deal performance declines due to knowledge stagnation and external pressures, prompting CEOs to undertake riskier acquisitions. We theorize that CEOs’ knowledge characteristics — from inside/outside origin, target industry, and prior acquisition — shapes this relationship. Using 2SLS analytical techniques, we test our predictions on data from 474 acquisitions initiated by new CEOs at U.S. public firms over a period of 15 years. We find that new CEO early tenure is curvilinearly related to post-deal performance and that CEOs’ prior firm and target industry knowledge moderates this relationship.
Keywords: New CEO; Acquisitions; Knowledge-based view; Post-deal performance; Strategic initiatives; Upper-echelons (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:199:y:2025:i:c:s0148296325003807
DOI: 10.1016/j.jbusres.2025.115557
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