Are insider or outsider CEOs best for growth?

The answer is not so simple.

by Jane Simms


    •    CEOs are more likely to pursue growth opportunities if they combine company-specific experience with management experience gained in different functions, industries and countries.
    •    Outsider CEOs, and insiders without versatile experience, are least likely to pursue growth opportunities, but versatile experience on its own is not sufficient.

When it comes to hiring a new CEO, the debate about whether to recruit a familiar and safe pair of hands, or a dynamic outsider with fresh ideas, has never reached a definitive conclusion. Corporate history (and previous research) is littered with successes and failures from both approaches. But a new study, from Cambridge Judge Business School and National Chengchi University in Taiwan, proposes that “researchers might have been asking the wrong research question”.

Sign in to continue

Sign in

Trouble signing in?

Reset password: Click here


Call: 020 8267 8121



  • Up to 3 free articles every 90 days
  • Free email bulletins

Register Now

Take a free trial

Get 30 days unrestricted access to:

  • All the latest news, trends, and developments.
  • Exclusive interviews with CEOs and thought-leaders
  • MT Classroom - giving you an academic grounding without expensive courses
  • Management Matters and other in-depth content.
  • Daily bulletins straight to your inbox

Take a free trial today