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Multi-level considerations in executive organizational transfer

Abstract Although executive mobility has been the subject of considerable scholarly attention, its drivers and outcomes remain conspicuously under-explored and under-theorized, despite anecdotal evidence that board members, employees, shareholders, customers, suppliers, policy-makers, and media pundits all closely track and critically assess the movement of executives. Cognizant of the disconnect between the perceived importance of executives by stakeholders and the relative lack of explanatory frameworks, this paper takes important steps to identify and define the challenges associated with executive organizational transfer (EOT). Our multi-level analysis of EOT enhances and extends human-capital theory by building an explanatory model for the manner in which stakeholders' beliefs about the transferability of individual-level and firm-level reputation, attractiveness, and power impact the inter-organizational movement of executives. Critical to this process is the moderating effect of political skill, which executives can employ to manage the complex web of stakeholder relationships. Our framework offers a much-needed integration of the varied mechanisms that influence successful or unsuccessful EOT and offers a roadmap for future research.