Sollen CEOs rotieren?

Bruno Frey and Reiner Eichenberger

Die Unternehmung - Swiss Journal of Business Research and Practice, 2021, vol. 75, issue 2, 271-280

Abstract: The institution of a single CEO (Chief Executive Officer) has significant weaknesses. The CEO's interests diverge from those of the owners and their representants as well as other top managers. Assigning so much power to a single person is risky. Changing a CEO incurs high costs. However, the traditional alternative, a top management team working collectively, also has serious drawbacks. A new governance institution - a team of rotating chief executive officers - combines the advantages of the two traditional models without being fraught with their disadvantages.

Date: 2021
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DOI: 10.5771/0042-059X-2021-2-271

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Die Unternehmung - Swiss Journal of Business Research and Practice is currently edited by Prof. Dr. Artur Baldauf, Universität Bern, Prof. Dr. Manfred Bruhn, Universität Basel, Prof. Dr. Pascal Gantenbein, Universität Basel (geschäftsführend), Prof. Dr. Markus Gmür, Universität Fribourg, Prof. Dr. Klaus Möller, Universität St. Gallen, Prof. Dr. Günter Müller-Stewens, Universität St. Gallen, Prof. Dr. Dr. h.c. Margit Osterloh, Universität Zürich, Prof. Dr. Dieter Pfaff, Universität Zürich and Prof. Dr. Martin Wallmeier, Universität Fribourg

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