Nascent social ventures’ inaugural CEO appointment: human capital and gender expectancy violation perspectives

What the paper says

Purpose This study investigates the process of selecting the inaugural chief executive officer (CEO) in nascent social ventures, emphasizing the unique qualities required due to these ventures’ dual social and economic objectives. Design/methodology/approach This study integrates human capital theory and gender expectancy violation theory to examine how nascent social venture founding team members select their first CEO. It analyzes the influence of prior occupational experience in social mission-oriented organizations and commercial organizations on the likelihood of a team member taking the CEO post. Findings The findings indicate that founding team members with prior experience in social mission-oriented organizations are significantly more likely to be selected as the inaugural CEO. Additionally, while past commercial experience increases the chances of becoming the first CEO, this effect is notably stronger for female team members. Research limitations/implications The findings provide a foundation for future empirical exploration of CEO selection dynamics in social ventures. It contributes to the literature on social entrepreneurship by highlighting the interplay of human capital and gender in leadership decisions. Practical implications This study offers insights for social entrepreneurs, policymakers and scholars on the critical factors influencing CEO selection in nascent social ventures. Understanding these dynamics can help in forming effective leadership teams aligned with the venture’s dual mission. Originality/value This research enhances our understanding of CEO selection in nascent social ventures, shedding light on the role of gender and specific experience in leadership choices, thus advancing the fields of social entrepreneurship and organizational leadership.