Executive Search

6 Results

 

Why Unqualified Candidates Get Hired Anyway

Why do businesses evaluate candidates solely on past job performance, failing to consider the job's difficulty? Why do university admissions officers focus on high GPAs, discounting influence of easy grading standards? Francesca Gino and colleagues investigate the phenomenon of the "fundamental attribution error." Closed for comment; 24 Comments posted.

Leadership Program for Women Targets Subtle Promotion Biases

Despite more women in the corporate work force, they still are underrepresented in executive officer positions. Professor Robin Ely and colleagues propose a new way to think about developing women for leadership. Closed for comment; 12 Comments posted.

Growing CEOs from the Inside

Who is the best CEO candidate? An insider with intimate knowledge of your company, or an outsider who is ready to put sacred cows out to pasture? The answer, says HBS professor Joseph L. Bower, is both. In this Q&A, he discusses his new book, The CEO Within, and why inside-outsiders are the key to succession planning. Read More

CEO Succession: The Case at Ford

When Ford Motor Company looked to replace Bill Ford as CEO, it turned not to another auto industry insider but instead to Boeing's Alan Mulally. We talk with Harvard Business School professor Joseph L. Bower to better understand Ford's move and the larger issues of CEO succession. Read More

Why CEOs Are Not Plug-and-Play

Company-specific skills may be valuable in a new job under the right conditions, say Harvard Business School's Boris Groysberg, Andrew N. McLean, and Nitin Nohria. They studied GE; here's an excerpt from Harvard Business Review. Read More

Looking for CEOs in All the Wrong Places

In searching for a new CEO, many companies depend on board contacts to find candidates and diminish the role of search firms. And that may be a big mistake, suggests HBS assistant professor Rakesh Khurana. Read More