What shapes a CEO’s decision to keep control or delegate during acquisitions? This paper shows that overconfident CEOs are less likely to delegate acquisition responsibility to other senior executives, and are also less responsive to signals such as task complexity and firm information complexity. The study brings fresh insight to how CEO traits influence not only strategic outcomes, but also the internal management of the firm.
Authors:
• Matthew Josefy (Indiana University)
• Jared Smith (North Carolina State University)
• Daniel Greene (Clemson University)
