How CEO experience, personality, and network affect firms' dynamic capabilities

As the organizational influence of CEOs is particularly critical in changing environments, we investigate the impact of their experience, personality, and network on dynamic capabilities. In particular, we analyze the direct effects of CEOs' human capital and core self-evaluation on DCs, and in this context specifically on marketing, R&D, and production capabilities. Furthermore, we examine the direct effect of social capital on dynamic capabilities. Based on data provided by 295 CEOs, we empirically analyze linear and non-linear relationships. Our results reveal an inverted U-shaped relationship between CEO age and dynamic capabilities, and a positive impact of CEO tenure, core self-evaluation, and solidarity on dynamic capabilities. Our overall contribution is the identification and proof of meaningful new relationships among existing as well as new variables of upper echelon and dynamic capabilities research.