Co-worker complemetarity and the stability of top management teams
By: Rachel M. Hayes, Paul Oyer, Scott Schaefer.
Contributors: Oyer, Paul E. 1963-; Schaefer, Scott.; National Bureau of Economic Research.
Series: NBER working paper series ;; working paper 10350; Working paper series (National Bureau of Economic Research : Online) ;; working paper no. 10350.
Publisher: National Bureau of Economic Research
Published: 2004
Place of publication: Cambridge, MA
Language: eng
Format: Electronic resource
Subjects: Executives.; Teams in the workplace.
Description: "We investigate the hypothesis that complementarities across co-workers (which may arise from matching or investments in specific skills) affect the value of employment relationships between senior executives and firms.  We analyze the changes in the composition of top management teams when a key member of the team (the CEO) departs.  Our empirical analysis establishes several facts that are consistent with co-worker complementarity being an important determinant of management team stability"--National Bureau of Economic Research web site.
Notes: Includes bibliographical references.
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Mode of access: World Wide Web.