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Journal articles on the topic 'Executive succession'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 July 2024

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1

Walther, Axel, Andrea Calabrò, and Michèle Morner. "Got a plan in the pipeline? Nominating committee’s information processing in executive successions." Management Decision 55, no. 10 (November 20, 2017): 2200–2217. http://dx.doi.org/10.1108/md-07-2016-0479.

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Purpose The purpose of this paper is to examine how information-processing mechanisms between nominating committees (NCs), incumbent executives, board chairs, and shareholders affect the comprehensiveness of executive succession processes. Design/methodology/approach The authors employ an explanatory multiple-case study that comprises eight CEO and CFO succession cases in large German publicly traded firms. Findings The findings reveal that comprehensiveness is determined by four key information-processing mechanisms: the effectiveness of NC’s information sharing, absorbing disagreement, and integrating heterogeneous opinions; board chair leadership (i.e. an apprentice board leadership structure in association with the board chair’s openness to ideas); the breadth and depth of information sharing between executives and NCs; and the extent and timing to which major shareholders influence succession processes. Research limitations/implications The authors summarize the findings in a conceptual framework and develop a set of propositions to guide future research on the topic. Such studies may want to test the suggestions in a quantitative way, preferably in a multinational context. Originality/value The authors’ emerging conceptual framework contributes a set of information-processing variables by which NCs engage in comprehensive executive successions with incumbent executives, board chairs, and major shareholders and offers a multiechelon approach to study executive successions.

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Li, Yuan, Xiyuan Li, Qingmin Chen, and Ying Xue. "Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective." Sustainability 12, no. 8 (April 15, 2020): 3175. http://dx.doi.org/10.3390/su12083175.

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While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

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3

Elias, Rida, and Bassam Farah. "Accelerated engaged tacit knowledge acquisition during executive succession." Management Research Review 43, no. 5 (October 23, 2019): 573–94. http://dx.doi.org/10.1108/mrr-10-2018-0402.

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Purpose The purpose of this paper is to provide a model that can explain how organizations may retain their executives’ tacit knowledge in the organization especially during the succession period. The proposed model takes into consideration three critical contexts that may assist in improving the knowledge flow during the transition period, namely, motivation context, transition context and ability context. Design/methodology/approach This paper presents a conceptual framework that emphasizes the importance of the will and skill of two parties involved in succession, i.e. the predecessor and successor, as well as the context of the succession. To this end, the paper advances a set of propositions that explain how these different contexts affect the quantity and quality of the knowledge acquired by the successor at the end of the succession period. Findings This paper advances a theoretical model that describes the antecedents and moderator of job-specific knowledge acquired during executive succession. Research limitations/implications This paper presents a theoretical model that explains knowledge flow during the transitory period of succession. It emphasizes the importance of the motivation and ability of the partners involved while taking into consideration the context of succession. Practical implications This paper contributes considerably and in a practical manner to managers in general and to human resource managers in particular. It draws the attention of concerned managers to check the motivation of both successor and predecessor in experiencing the transition, explain to the successors the job description of the position to direct their attention to learn specific knowledge and equip both parties involved in the succession with the needed skills. Originality/value This paper advances a new concept termed as accelerated engaged tacit knowledge acquisition. This concept complements other perspectives of knowledge flow and learning and takes into consideration the specific context of executive succession.

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Al Suwaidi, Muna, Fauzia Jabeen, Agata Stachowicz-Stanusch, and Matthew Webb. "Determinants Linked to Executive Succession Planning in Public Sector Organizations." Vision: The Journal of Business Perspective 24, no. 3 (July 7, 2020): 284–99. http://dx.doi.org/10.1177/0972262920932405.

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Succession planning is important for organizational growth and business sustainability in the public sector. However, few organizations have attempted to introduce the concept and practice. This article aimed to identify and prioritize the factors that influence executive succession planning in the public sector in the United Arab Emirates (UAE), using the analytic hierarchy process. A model was developed with 5 criteria and 29 sub-criteria and tested using data collected from 40 interviews with top executives from various public sector organizations. The findings showed that succession planning strategy, organizational culture and leadership development opportunities were the most significant factors linked to executive succession planning in the UAE public sector. A framework for decision-makers was developed which could be used to overcome some of the challenges of executive succession planning. It is hoped that this study will help policymakers to formulate suitable policies and strategies to promote executive succession planning in public sector organizations. It will also help them to implement best practice in this field.

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Santora, Joseph C., Gil Bozer, and Mari Kooskora. "Views of Estonian nonprofit executives on succession: lessons from the field." Development and Learning in Organizations: An International Journal 33, no. 3 (May 7, 2019): 5–8. http://dx.doi.org/10.1108/dlo-08-2018-0098.

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Purpose The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations. Design/methodology/approach This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives. Findings Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unexpected behavior, and possible ethical issues were key risk factors associated with succession; and mixed opinions were received regarding the advantages and disadvantages of succession planning. Research limitations/implications Narrow focus on Estonian nonprofit organizations and their executives, purposive sampling, and single qualitative research method. Results may not be applicable to other nonprofits. Practical implications Practitioners of Estonian nonprofits can better understand the implications of executive succession issues. Lessons learned may help other nonprofit leaders. Social implications Having a carefully crafted succession plan can enable smoother transitions between organizational leaders and create organizational stability, thereby ensuring a continuous delivery of goods and services to clients. Originality/value Seminal research – this is the first study of its kind on Estonian nonprofit organizations and executive succession issues. This paper can serve as a foundation for further research on Eastern European nonprofits.

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6

Stein, Guido, Manuel Gallego, and Marta Cuadrado. "CEO succession and proprietary directors: evidence from Spanish listed firms." Corporate Ownership and Control 11, no. 1 (2013): 140–46. http://dx.doi.org/10.22495/cocv11i1conf2p5.

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This study advances research on CEO succession and board monitoring of senior executives by examining how proprietary directors can affect the probability of CEO dismissal. Drawing on our newly developed database covering all CEO successions occurring in all Spanish listed firms during the period 2007–2010, we propose that proprietary directors may increase the board’s monitoring efforts over the chief executive, forcing him to resign in situations of poor performance. Hypotheses are tested longitudinally, using CEO succession data taken from 111 publicly-traded firms in the Spanish ‘mercado continuo’ over a four-year period

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7

Kakabadse, Andrew, and Nada Kakabadse. "Dynamics of executive succession." Corporate Governance: The international journal of business in society 1, no. 3 (September 2001): 9–14. http://dx.doi.org/10.1108/14720700110397747.

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8

Osnes, Gry. "A strategy-as-practice model on executive succession: group dynamics, objectification, and trust—Part II." Organisational and Social Dynamics 20, no. 2 (October 31, 2020): 154–72. http://dx.doi.org/10.33212/osd.v20n2.2020.154.

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The aim of this article was to analyse the complexity of successions and, counter-acting destructive group dynamics, to present a strategy model. An in-depth case study of several successions within the same organisation was used. Several Chair of board and CEO successions would restore and develop the trust of employees and stakeholders. By executing effective succession processes, a governance structure creates legitimacy and trust. The research identified different “doings”, called praxes, that objectified (Bollas, 1999) the succession dynamics. The more active and less habitual, the more effective was the execution of the strategy praxes. A longitudinal action research project included participative bottom-up processes, facilitative processes, coaching, observations of the board, interviews, and archive data.

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9

Simsek, Zeki, Po-Hsuan Hsu, Ciaran Heavey, and Fred Bereskin. "Executive Succession and Organizational Innovation." Academy of Management Proceedings 2013, no. 1 (January 2013): 11459. http://dx.doi.org/10.5465/ambpp.2013.11459abstract.

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10

Schwartz, Kenneth B., and Krishnagopal Menon. "Executive Succession in Failing Firms." Academy of Management Journal 28, no. 3 (September 1985): 680–86. http://dx.doi.org/10.5465/256123.

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11

Ford, Eric W., Kevin B. Lowe, Geoffrey B. Silvera, Dmytro Babik, and Timothy R. Huerta. "Insider versus outsider executive succession." Health Care Management Review 43, no. 1 (2018): 61–68. http://dx.doi.org/10.1097/hmr.0000000000000112.

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Schwartz, K. B., and K. Menon. "EXECUTIVE SUCCESSION IN FAILING FIRMS." Academy of Management Journal 28, no. 3 (September 1, 1985): 680–86. http://dx.doi.org/10.2307/256123.

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13

Boyne, George A., Oliver James, Peter John, and Nicolai Petrovsky. "Executive Succession in English Local Government." Public Money & Management 28, no. 5 (October 2008): 267–74. http://dx.doi.org/10.1111/j.1467-9302.2008.00655.x.

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14

Kesner, Idalene F., and Terrence C. Sebora. "Executive Succession: Past, Present & Future." Journal of Management 20, no. 2 (April 1994): 327–72. http://dx.doi.org/10.1177/014920639402000204.

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15

Kesner, I. "Executive succession: Past, present & future." Journal of Management 20, no. 2 (1994): 327–72. http://dx.doi.org/10.1016/0149-2063(94)90019-1.

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16

Spitzer, Quinn, and Ron Evans. "How to succeed at executive succession." Leader to Leader 1998, no. 10 (September 1998): 47–53. http://dx.doi.org/10.1002/ltl.40619981012.

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Liu, Xin, and Youzhi Xue. "Can outside CEO successors bring innovation to firms? Evidence from China." Chinese Management Studies 14, no. 4 (April 24, 2020): 935–56. http://dx.doi.org/10.1108/cms-11-2018-0765.

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Purpose This paper aims to examine the effect of outside chief executive officer (CEO) succession on firm innovation in Chinese companies and to explore the mechanism behind the process. By analyzing the motivation of CEO successors of different origins in the context of selection, this paper identifies the factors affecting outside CEO successors’ decision-making on post-succession firm innovation. Design/methodology/approach A Poisson regression model is used on a sample of 1,084 firm-year observations taken from Chinese listed companies that endured CEO succession during the period of 2009–2016. Fixed-effect Poisson regression modeling was performed after likelihood ratio and Hausman testing to assess the robustness of the findings. Findings The results show that outside CEO successions are significantly and negatively associated with post-succession firm innovation. Moreover, the authors found a negative effect of outside CEO succession on post-succession firm innovation when the predecessor has a long tenure or the successor is older. Originality/value .This study contributes to the literature on CEO succession, CEO–board relationships and firm innovation by shedding light on how agency, human capital and career-concerning theories in the CEO selection context apply to corporate governance and strategy. Moreover, by exploring the factors influencing CEO successors’ decision-making in terms of firm innovation in the Chinese social and cultural context, this paper identifies ways to promote firm innovation for Chinese companies from the concept of leadership succession.

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18

Maseke, Bernardus Franco, and Jeremia Lucas Muadinohamba. "Uncovering the Driving Forces behind Succession Planning in Namibian Commercial Public Enterprises: A Look at Executive Leadership." South Asian Journal of Social Studies and Economics 21, no. 3 (February 6, 2024): 106–20. http://dx.doi.org/10.9734/sajsse/2024/v21i3788.

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A robust succession plan for executive leadership is vital for organizational growth. This study examines challenges faced by Namibian human resource managers in maintaining effective executive leadership within Commercial Public Enterprises (CPEs). Employing a constructivist approach, it explores managers' perspectives on succession planning as a crucial tool for learning and development among Namibia's CPE managerial cadre. Using a convergent mixed-methods design, the study combines qualitative and quantitative data collection and analysis. Simple random sampling determines the quantitative sample, while purposive sampling selects the qualitative sample, involving 210 participants from 22 CPEs, resulting in a sample of 63 participants. Findings highlight the importance of education, mentoring, and training in shaping executive leadership succession planning in CPEs. Charismatic Chief Executive Leadership and a transactional leadership style emerge as pivotal for sustained organizational success. The study recommends strategic focus on educational programs, mentorship, and training to enhance succession planning in Namibia's CPEs, contributing to broader discussions on organizational leadership and succession planning, particularly in African nations.

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19

Friedman, Stewart D. "Succession Systems in the Public Sector: Lessons from the Oklahoma Department of Corrections." Public Personnel Management 19, no. 3 (September 1990): 291–304. http://dx.doi.org/10.1177/009102609001900306.

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The task of preparing and selecting the next generation of leadership is one all organizations face. This article describes the innovative and progressive practices that constitute the succession system of the Oklahoma Department of Corrections. A great deal of this organization's resources are devoted to the two central challenges in managing succession systems: capitalizing on the opportunities for learning inherent in succession events and promoting systematic executive development. The aims of this article are to stimulate discussion and debate about the Oklahoma model, suggest extensions to it, and challenge public sector executives in their thinking about how to develop and select their successors.

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20

Pandey, Abhishek K. "Succession Planning and Executive Compensation Strategies: Case Study on Multi-business Corporate Firms in India." ADHYAYAN: A JOURNAL OF MANAGEMENT SCIENCES 13, no. 02 (February 1, 2024): 1–5. http://dx.doi.org/10.21567/adhyayan.v13i2.01.

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In the age of Post COVID Resilience and Digitization, strategic issues in leadership research have gained prominence. Succession planning is one of such topics of strategic Human Resource Management (SHRM) which is considered by corporate boards as a major concern as it provides a way for business continuity. It is quite an important aspect for most of the start-up enterprises of modern times as they have to ensure its business continuity through the availability of strong leadership bench strength. Having a good successor on key management positions will ensure a family legacy for upcoming generations.Past literature offers insight that corporate firms including family and standalone groups have observed many challenges in terms of loss of leadership on key management positions due to the lack of a proper succession plan in place. In this study, it has attempted to explore various insights related to succession planning and its linkages to executive compensation in corporate firms having diversified business portfolios. Findings provide a fresh perspective on succession planning and executive compensation which is equally important for practitioners and new-age start-ups.

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21

Manzoor, Humera, Nancy Johnson, and Mehboob ur Rashid. "Emotions during executive succession in a public board." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 766–76. http://dx.doi.org/10.1108/jocm-09-2016-0174.

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Purpose The purpose of this paper is to address a significant gap in the literature as it explores challenging emotions in the context of forced executive succession in a public sector board by re(conceptualizing) executive succession as a change process. Design/methodology/approach This study is empirical in nature and uses a combination of an ethnographic case study and narratives to understand emotions in the context. Findings The authors show that the emotional complexities emerged when executive succession was enforced from outside due to multiple interpretations of the emergent situations. It further shows how shame, guilt and embarrassment were produced when actors realized that they had failed to deliver responsibility; issues of trust and betrayal emerged when actors were not taken into confidence whilst taking certain actions; and the way actors manipulated situations and managed unwanted emotions by finding excuses and shifting blame. Research limitations/implications Future research can explore the political nature of emotions and can take into account the emotions of other stakeholders, such as staff and general public during forced succession in public sector organizations. Originality/value The re(conceptualizing) of executive succession as an emotive change process is an important contribution, since the current literature concentrates mainly on the changes and subsequent emotions triggered by new executive in the public sector. Through the lens of emotions, multiple interpretations of the situated emotions are revealed that influences board members relationships and interactions. This will help to create a better understanding of what happens inside public boards when executive succession is enforced from outside.

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Santora, Joseph C. "A response to global nonprofits’ succession failure." Human Resource Management International Digest 27, no. 1 (January 14, 2019): 7–10. http://dx.doi.org/10.1108/hrmid-09-2018-0181.

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Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

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23

Sharma, Varun, and Kanwal Anil. "Protecting digital rights of India: planning for succession at Internet Freedom Foundation (IFF)." Emerald Emerging Markets Case Studies 14, no. 2 (May 14, 2024): 1–26. http://dx.doi.org/10.1108/eemcs-12-2022-0509.

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Learning outcomes The learning objectives of this case study are based on Bloom’s taxonomy. Upon completion of the case study discussion and exercises, successful students will be able to design a leadership transition and succession plan for non-profit organisations; identify and evaluate critical skills and competencies required in leadership positions; and frame expectations and responsibilities for new and departing executives. Case overview/synopsis Apar Gupta co-founded Internet Freedom Foundation (IFF), a digital rights organisation born out of SaveTheInternet – Net Neutrality movement of 2015, credited for urging the Telecom Regulatory Authority of India to uphold net neutrality in India. And ban zero-cost internet services that promoted data discrimination in the country. After working on and winning the net neutrality movement, Gupta identified many areas in technology where democratic rights had not been identified or were yet to be clearly defined (like in the case of net neutrality). There was also a service gap between the existing internet volunteer groups and digital rights organisations, which could IFF fill. This was to provide objective clarity, stakeholder identification, handle policy discussions and, most importantly, arrange resources to support movements over the long term. This prompted him to co-found IFF in 2017, which he later joined as a full-time executive director in 2018. IFF worked at the intersection of technology, democratic rights and government policies and was comparable to some global organisations, such as the Electronic Frontier Foundation in the USA and the Open Rights Group in the UK. Still, none existed in India at the time. After four years as a full-time executive director in 2022, he was convinced that it was finally time for him to act on the pre-defined strategic departure plan and work towards succession for the executive director position. While there were visible gaps in the system, Gupta’s leadership design and plans had helped IFF overcome existential challenges in the past. Also, while digital rights were still at a nascent stage in emerging economies, under Gupta’s leadership, IFF had delivered unmatched value to its beneficiaries in the world’s biggest digital consumer market. However, constant changes in regulations and continuing financial constraints made him nervous about the outcomes of the succession and the overall sustainability of IFF. Gupta wanted to ensure that this phased transition from executive director after two years and then trustee manager after the next four years are carefully communicated to reduce the likelihood of attrition and loss of trust. Being the co-founder and the first and only executive director IFF had seen, the organisation would also require significant skill and competency mapping to identify the new executive leadership. But with no clear internal successor in sight, the non-profit trust would also need a successor who not only was competent but also would share a passion for the type of work done by IFF, its unique delivery mode, and also would openly inherit its position in society. The other alternative strategic routes present were to look for dual leadership or interim leadership, but then there could be concerns about Gupta’s influence overshadowing any such alternative. In the case scenario, IFF is planning for succession while navigating the organisation through financial constraints and constant regulatory changes to ensure long- and short-term sustainability. Complexity academic level The case study has been written to gain insights into departure-defined successive planning in non-profit organisations. The case study can also be used to gain insights into innovative start-ups and innovative non-profit start-ups, as digital rights are still at nascent stages in emerging markets. The case study will be valuable for courses such as human resource management, strategic human resource management, social entrepreneurial leadership, leadership development, start-up environment, innovation and entrepreneurship, public policy, development studies, cyber security and information technology. The case study also allows students and young professionals to take the perspective of an innovative start-up founder and design a departure-defined succession plan. The case study can also be useful for senior students wanting to undertake an entrepreneurial career by starting or joining a non-profit organisation. While the case study is suitable for postgraduate- and executive-level courses, it can also be used for conducting entrepreneurial workshops and skill training. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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Essman, Spenser M., Donald J. Schepker, Anthony J. Nyberg, and Caitlin Ray. "Signaling a successor? A theoretical and empirical analysis of the executive compensation‐chief executive officer succession relationship." Strategic Management Journal 42, no. 1 (August 12, 2020): 185–201. http://dx.doi.org/10.1002/smj.3219.

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Murphy, Steven A. "Executive Development and Succession Planning: Qualitative Evidence." International Journal of Police Science & Management 8, no. 4 (December 2006): 253–65. http://dx.doi.org/10.1350/ijps.2006.8.4.253.

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McKee, Gregory, Albert Kagan, and Abhijit Ghosh. "Small asset credit union executive succession concerns." Journal of Co-operative Organization and Management 7, no. 1 (June 2019): 26–33. http://dx.doi.org/10.1016/j.jcom.2019.03.001.

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Tushman, Michael L., Beverly Virany, and Elaine Romanelli. "Executive succession, strategic reorientations, and organization evolution." Technology in Society 7, no. 2-3 (January 1985): 297–313. http://dx.doi.org/10.1016/0160-791x(85)90031-4.

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28

Nakauchi, Motohiro, and Margarethe F. Wiersema. "Executive succession and strategic change in Japan." Strategic Management Journal 36, no. 2 (May 5, 2014): 298–306. http://dx.doi.org/10.1002/smj.2255.

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Datta, Deepak K., and James P. Guthrie. "Executive succession: Organizational antecedents of ceo characteristics." Strategic Management Journal 15, no. 7 (September 1994): 569–77. http://dx.doi.org/10.1002/smj.4250150706.

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Lin, Wen-Ting, and Yunshi Liu. "Successor characteristics, change in the degree of firm internationalization, and firm performance: The moderating role of environmental uncertainty." Journal of Management & Organization 18, no. 1 (January 2012): 16–35. http://dx.doi.org/10.1017/s1833367200001048.

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AbstractOur study examines the relationship among successor characteristics, post-succession firm change in the degree of internationalization, and firm performance. We use the upper echelon, organization change, and contingency perspectives to frame our conceptual arguments. Based on data from 187 succession observations for listed companies in Taiwan between 2000 and 2005, we find that firms will opt for higher levels of change in their degree of internationalization when they experience outside succession and that the negative impact of change in the degree of firm internationalization on subsequent firm performance is relatively low. We extend the industrial environment, explaining the moderating effect of chief executive officer succession on change in the international strategy model. Outsider successors foster a greater degree of change in the level of firm internationalization when the industrial environment is munificent or complex.

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Lin, Wen-Ting, and Yunshi Liu. "Successor characteristics, change in the degree of firm internationalization, and firm performance: The moderating role of environmental uncertainty." Journal of Management & Organization 18, no. 1 (January 2012): 16–35. http://dx.doi.org/10.5172/jmo.2012.18.1.16.

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AbstractOur study examines the relationship among successor characteristics, post-succession firm change in the degree of internationalization, and firm performance. We use the upper echelon, organization change, and contingency perspectives to frame our conceptual arguments. Based on data from 187 succession observations for listed companies in Taiwan between 2000 and 2005, we find that firms will opt for higher levels of change in their degree of internationalization when they experience outside succession and that the negative impact of change in the degree of firm internationalization on subsequent firm performance is relatively low. We extend the industrial environment, explaining the moderating effect of chief executive officer succession on change in the international strategy model. Outsider successors foster a greater degree of change in the level of firm internationalization when the industrial environment is munificent or complex.

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32

Koufopoulos, Dimitrios N., and Maria Elisavet Balta. "An exploratory study on the executive recruitment and performance in Greece." Corporate Board role duties and composition 1, no. 3 (2005): 13–28. http://dx.doi.org/10.22495/cbv1i3art2.

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Based on 42 succession events in Greek organizations, the study aims to examine the relationship between antecedent organisational characteristics such as size and performance of the firm and the source of successor (insider versus outsider). In addition, Chief Executive Officer’s (CEO’s) demographic characteristics such as age, functional and educational background as well as industry, organization and position/job tenure- are discussed in relation to organisational effectiveness.

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Sonnenfeld, Jeffrey A., and Padraic L. Spence. "The Parting Patriarch of a Family Firm." Family Business Review 2, no. 4 (December 1989): 355–75. http://dx.doi.org/10.1111/j.1741-6248.1989.tb00004.x.

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Chief executive succession presents special challenges for family businesses. This article proposes a typology of retirement styles and recommends strategies for planning and managing the succession process.

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34

Wightman, Breck. "Outsiders in Executive Succession: Institutional, Industrial, or Sectoral?" Academy of Management Proceedings 2021, no. 1 (August 2021): 15932. http://dx.doi.org/10.5465/ambpp.2021.15932abstract.

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35

Reinganum, Marc R. "The Effect of Executive Succession on Stockholder Wealth." Administrative Science Quarterly 30, no. 1 (March 1985): 46. http://dx.doi.org/10.2307/2392811.

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Wiersema, Margarethe F. "STRATEGIC CONSEQUENCES OF EXECUTIVE SUCCESSION WITHIN DIVERSIFIED FIRMS." Journal of Management Studies 29, no. 1 (January 1992): 73–94. http://dx.doi.org/10.1111/j.1467-6486.1992.tb00653.x.

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37

Boyne, George, and Jay Dahya. "Executive Succession and the Performance of Public Organizations." Public Administration 80, no. 1 (January 2002): 179–200. http://dx.doi.org/10.1111/1467-9299.00299.

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38

Wiersema, Margarethe F. "Executive succession as an antecedent to corporate restructuring." Human Resource Management 34, no. 1 (1995): 185–202. http://dx.doi.org/10.1002/hrm.3930340111.

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39

Ning, Yixi. "What can the departing chief executive compensation structure tell us?" Corporate Ownership and Control 11, no. 1 (2013): 307–15. http://dx.doi.org/10.22495/cocv11i1c3art1.

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This paper examines the amount and structure of the pay package for the departing CEO in a company around CEO succession. I find that the characteristics of the departing CEO compensation can provide valuable information regarding the incoming changes in corporate governance around the succession. Specifically, when a departing CEO is entrenched with a “better” compensation package characterized with a greater amount of pay in cash and in total at a lower risk, the CEO, after his retirement, is more likely to remain on the board as a director or become the chairman of the board, persuade the board to pick an insider rather than an outsider to be his successor, and to promote the company’s current president and/or chief operating officer to be the incoming CEO. These findings are consistent with the management entrenchment theory that when a CEO is entrenched with a greater discretionary power and better personal benefits, he is more likely to use his managerial power to continue his influence on the company even after he retires from the CEO position.

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Honjo, Yuji, and Masatoshi Kato. "Are founder-CEOs resilient to crises? The impact of founder-CEO succession on new firm survival." International Small Business Journal: Researching Entrepreneurship 40, no. 2 (December 11, 2021): 205–35. http://dx.doi.org/10.1177/02662426211050794.

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This article explores whether new firms managed by founder-chief executive officers (CEOs) are more likely to survive than those managed by successor-CEOs in times of crisis. Drawing on the concept of ‘resilience’ to adversity, we argue that founder-CEOs increase the likelihood of new firm survival, especially in times of crisis. Using a sample of Japanese firms founded during the 2003–2010 period, we examine the impact of founder-CEO succession on new firm survival. The analysis shows that new firms managed by founder-CEOs are less likely to liquidate than those managed by successor-CEOs, especially during the 2008–2009 financial crisis. This suggests that founder-CEOs are more resilient to crises than successor-CEOs. In contrast, new firms managed by successor-CEOs are more likely to exit via merger than those managed by founder-CEOs, regardless of macroeconomic conditions. These findings are robust after controlling for the endogeneity of CEO succession.

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Virany, Beverly, and Michael L. Tushman. "Executive Succession: The Changing Characteristics of Top Management Teams." Academy of Management Proceedings 1986, no. 1 (August 1986): 155–59. http://dx.doi.org/10.5465/ambpp.1986.4980459.

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Tebbe, Don, Amanda J. Stewart, Mary Bear Hughes, and Tom Adams. "Executive Succession: Closing the Gap Between Ideals and Practice." Journal of Nonprofit Education and Leadership 7, no. 4 (2017): 338–45. http://dx.doi.org/10.18666/jnel-2017-v7-i4-8640.

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MCKEE, Gregory, and Karen FROELICH. "EXECUTIVE SUCCESSION PLANNING: BARRIERS AND SUBSTITUTES IN NONPROFIT ORGANIZATIONS." Annals of Public and Cooperative Economics 87, no. 4 (February 11, 2016): 587–601. http://dx.doi.org/10.1111/apce.12129.

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Chiu, Shih-Chi, and Mark Sharfman. "Corporate Social Irresponsibility and Executive Succession: An Empirical Examination." Journal of Business Ethics 149, no. 3 (February 17, 2016): 707–23. http://dx.doi.org/10.1007/s10551-016-3089-7.

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Perrenoud, Anthony J., and Kenneth T. Sullivan. "Analysis of Executive Succession Planning in 12 Construction Companies." International Journal of Construction Education and Research 13, no. 1 (March 28, 2016): 64–80. http://dx.doi.org/10.1080/15578771.2016.1143892.

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Weiner, Nan. "Executive Succession. An Examination of the Resource Dependence Model." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 1, no. 2 (April 8, 2009): 321–37. http://dx.doi.org/10.1111/j.1936-4490.1984.tb00294.x.

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Hall, Douglas T. "Dilemmas in linking succession planning to individual executive learning." Human Resource Management 25, no. 2 (1986): 235–65. http://dx.doi.org/10.1002/hrm.3930250206.

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Cowherd, Douglas M. "On executive succession: A conversation with lester b. korn." Human Resource Management 25, no. 2 (1986): 335–47. http://dx.doi.org/10.1002/hrm.3930250210.

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Casson, Peter, Peter L. Jennings, and Clive Allen. "The Impact of Capital Taxation upon UK Unquoted Companies." Environment and Planning C: Government and Policy 21, no. 4 (August 2003): 509–30. http://dx.doi.org/10.1068/c032a.

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The authors present findings from the initial phase of an ongoing externally funded research project into senior executive perceptions of the impact of capital taxation upon unquoted companies incorporated in the United Kingdom. Open-ended interviews were conducted with the senior executives of six unquoted companies which are also multigenerational family businesses. The interviews guided the executives to explore the history of their company; the values and aspirations of the founding or owning family(ies); the impact of capital taxation regimes, previous and current, both on ownership and on management succession; and strategies being pursued. Using content analysis to identify key themes, the authors suggest that their findings indicate that capital taxation may have a major impact both on ownership and on management succession as well as on succession planning. However, the current capital tax regime in the United Kingdom is perceived to be more favourable than that of previous regimes and vis-à-vis the regimes currently operating in most European countries. Capital taxation is not thought to influence strategic or operational decisions either positively or negatively. Companies use taxation-planning devices, frequently involving trusts, in order to reduce the actual burden of capital taxation falling upon individual shareholders at ownership succession. The present capital taxation regime, which includes gift relief and business asset taper relief within capital gains tax, and 100% business property relief within inheritance tax, eases succession planning. Business asset taper relief also facilitates shareholder exit strategies.

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Chen, Zhihong, Yuan Huang, and K. C. John Wei. "Executive Pay Disparity and the Cost of Equity Capital." Journal of Financial and Quantitative Analysis 48, no. 3 (June 2013): 849–85. http://dx.doi.org/10.1017/s0022109013000306.

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AbstractExecutive pay disparity, as measured by chief executive officer (CEO) pay slice (CPS), is positively associated with the implied cost of equity, even after controlling for other determinants of the cost of equity. The difference in the cost of equity can explain 43% of the difference in the valuation effect attributable to CPS reported by Bebchuk, Cremers, and Peyer (2011). Further analysis shows that the positive association is stronger when agency problems of free cash flow are more severe and when CEO succession planning is more important. Our evidence suggests that a large CPS is associated with CEO entrenchment and high succession risk.

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