Internal versus external CEO hires: key differences

Purpose Historically, most CEOs were promoted from within the organization. The internal candidates offer continuity, are well known to the Board, and have deep institutional knowledge. However, if the Board is seeking changes to the firm’s strategy, operations, or culture, they turn to outside candidates with proven track records. Shareholders react positively to the announcement of an external successor but the longer-term evidence on the performance front is mixed. Most empirical studies have tended to focus on a narrow aspect of the hiring choice, whereas we undertake a more holistic examination involving various elements. Design/methodology/approach We consider the salience of the CEO hiring choice from several perspectives: educational background, gender, compensation, and firm performance. We use a propensity score matching approach to ensure comparability between internally promoted and externally hired CEOs. The observed covariates for the matching algorithm include firm size, CEO tenure, and industry sector. Findings We find that external CEOs are significantly more likely to have received their undergraduate degree from an elite institution, majored in a STEM discipline, and earned an MBA credential. They earn higher total compensation (with a higher proportion of equity-linked performance pay) but do not outperform in terms of the ROA or Tobin’s Q metrics. Gender does not appear to play a distinguishing role in the internal versus external hiring choice. We also do not detect significant differences in firm performance outcomes associated with educational pedigree, a STEM education, or an MBA credential, whether the CEO is internally promoted or hired externally. Originality/value Our paper contributes by providing novel evidence on the impact of educational background on external CEO hiring decisions. Our findings carry implications for testing hypotheses stemming from signaling theory and exploring the significant role of social networks associated with elite educational institutions. Also, the finding that externally appointed CEOs do not outperform their internally promoted counterparts may be noteworthy for corporate boards' hiring committees, especially when reviewing candidates who are edge cases.