Management Practice Insights
DOI: 10.59571/mpi.v4i2.3
Year: 2026, Volume: 4, Issue: 2, Pages: 87-93
Original Article
Avinash Ghalkei* & Amit Jaini
iS.P. Jain Institute of Management & Research
*Corresponding author
Email: [email protected]
Received Date:16 May 2025, Accepted Date:02 June 2026, Published Date:15 October 2026
What kind of CEO would you prefer to be or work for? A CEO who abandons important competitive actions, driven by short-term, negative market sentiment? Or a CEO who maintains a long-term perspective and sustains strategic initiatives even in the face of market pressure during a bad quarter? If you prefer the second type of CEO, a recent study by Jianhong Chen, Wan-Chien Lien, Danny Miller, and Tianxu Chen provides a compelling insight: CEOs with a long-term orientation are more likely to stay the course despite negative analyst recommendations.1 But why does that matter? If your CEO is less likely to flinch during bad times, does your business do better? The answer is a resounding yes, from extensive and rigorous research .2 Maintaining a strong rhythm of competitive actions – think product development, service upgrades, brand building, and operations effectiveness – has a positive, long-term impact on company profits. Building on the research by Chen and team, and illustrated with several examples, our essay provides a road map for top management teams to manage market pressure while staying committed to long-term value creation
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© 2026 Published by SPJIMR. This is an open-access article under the CC BY license (https://creativecommons.org/licenses/by/4.0/)
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