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1
Tingling, Janet. "Hospital Executive Succession Planning Strategies". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4948.
Testo completoAbstract (sommario):
Approximately 50% of New York City hospitals lack succession planning as baby boomers transition out of the workforce into retirement. The potential loss of knowledge capital could affect leadership development and corporate stability. Guided by the transformational leadership theory, the purpose of this single site case study was to explore successful strategies executive-level leaders used to facilitate succession planning within their hospital. Three hospital executive-level leaders from a single site location participated in a semistructured face-to-face interview and provided data that assisted the analysis. Four themes emerged from the data analysis through a word cloud format that showed the most commonly used words and phrases from participants' responses to interview questions and review of company succession planning documents. The themes were organizational strategies used to promote executive-level succession planning, encouraging peer-mentorship, knowledge sharing strategies, and talent management. The findings revealed that the participants' organization lacked formal succession planning strategies, but policies were in place that promoted in-house training and development to prepare the next generation of executive-level leaders. The findings of this study can contribute to positive social change by providing a work-related environment that embraces knowledge sharing and leadership development to increase leadership performance, income, and productivity, to ensure a better quality of life for employees and to improve the healthcare of patients and the community served.
2
Cameron, Carolynn. "Bridging Executive Succession Gaps: Factors that Most Accelerate Executive Development". Case Western Reserve University School of Graduate Studies / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=case1493311234286034.
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3
Whitmore, Melissa A. "Success through succession : implementing succession planning at the Texas Department of Insurance /". View online, 2006. http://ecommons.txstate.edu/arp/185/.
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4
Dillard, Robin Ford. "Healthcare Executive Leadership Development and Succession Planning". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4212.
Testo completoAbstract (sommario):
Business leaders face leadership crises as executives from the baby boomer generation retire, creating a shortage of experienced and knowledgeable leaders. Some business leaders are unprepared for the replacement of retiring senior-level executives and lack strategies for succession planning. The findings of this study indicate succession planning and leadership development play a significant role in preparing future healthcare leaders in their ability to improve the quality of patient care and improve the strategic and financial health of the organization. Guided by the human capital theory the purpose of this multiple case study was to explore the strategies used by healthcare leaders for succession planning. The study consisted of interviewing the chief executive officers of 3 separate hospitals operating under a multihospital system located in south-central Texas. The data collection process included semistructured interviews and review of relevant organizational documents related to leadership development. Through methodological triangulation and employing Yin's 5-step data analysis technique of design, prepare, collect, analyze and share, several themes emerged as strategies for succession planning. The themes of executive coaching, leadership dyads, and leadership pipelines, ensure a new generation of emerging leaders have access to experienced leaders through coaching opportunities and allow physicians to co-lead a hospital and maintain a meaningful presence in patient care. Social implications of the study include prepared leaders to implement the ongoing healthcare reform in the United States, trained to improve the quality of care provided to patients.
5
Hill, Gregory Cash. "On managerial succession". Texas A&M University, 2003. http://hdl.handle.net/1969.1/3945.
Testo completoAbstract (sommario):
This dissertation is an exploration, development and application of a theory on
the effects of managerial succession on organizational performance in the public sector.
Public management is a field of study within public administration that is gaining
momentum and is strengthening both its theoretical and empirical bases. In this
dissertation I build upon the very small literature on managerial (or executive)
succession to develop a theory of the effects of managerial succession on performance. I
posit that in the short-term performance will decrease; however, over time organizations
that have had a succession event will see an increase in performance. I employ the use of
three unique datasets: Texas school district superintendents, British local education
authorities, and Major League Baseball field managers. All datasets have particular
strengths that allow for a more complete empirical analysis. What we find is that, while
there appears to be no significant relationship between managerial succession and
performance in the year following the succession event, there is a positive and
significant event over time. Furthermore, in the British analysis, which is designed to
test a similar organization to the Texas analysis yet in a vastly different organizational
structure, we find no significant relationship between performance and succession.
6
Weiss, Susan F. "Implications of Executive Succession Upon Financial Risk and Performance". ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/958.
Testo completoAbstract (sommario):
Executive replacements have historically created fluctuations in the market value of a company and precipitated inappropriate investor reaction. However, the direction and statistical significance of relationships between executive turnover, market value, financial risk, and investor reaction among a census of highly performing firms was previously unexplored. The purpose of this study was to determine the extent of the relationship between CEO turnover and indicators of company performance. Theoretical foundation for this study was the efficient markets hypothesis. Hypotheses tests were designed to support an ex-post facto research methodology for pre-post comparison of volatility of financial metrics, which are indicators of market value (market value added), investor reaction (Tobin's q), risk (beta), executive performance (economic value added and return on assets), and turnover frequency given CEO succession. Statistically significant differences in firm risk emerged from comparisons of highly performing firms exemplified in the foundational leadership text Good to Great. Approximately 45 % of firms sampled did not experience volatility of financial metrics, which supported the presence of a leadership legacy, or strategic management behavior which minimized financial risk. Contrary to prior studies, financial metrics sampled within an interval immediately surrounding the succession event were less indicative of significant financial risk as compared to metrics sampled over the entire tenure of executives. Implications for positive social change include reducing investor risk in selection of equity holdings; capital fairly directed to entities results in benefits for society including job creation, economic stimulus, safer retirement accounts, and corporate sustainability.
7
Richardson, Natalie Davis. "Predictors of nonprofit executive succession planning| A secondary data analysis". Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3617377.
Testo completoAbstract (sommario):
In this quantitative secondary data analyses chi-square tests of independence and binary logistic regression were conducted to test the hypotheses that the independent variables are associated or predict executive succession planning. The following characteristics of the executive director was analyzed: age, gender, race/ethnicity, service insider selection (i.e., history of employment or board membership within the organization), executive director membership on the board of directors, a transparent relationship with the board of directors, use of professional development resources, level of education, and years of service in the nonprofit sector. Results indicated that there is an association between executive succession planning and four of the predictor variables age, race/ethnicity, years of service in the nonprofit sector, and membership on the board of directors, and that only three of the variables age, years of service in the nonprofit sector, and membership of the board were successful in predicting whether or not the executive director will have a succession plan. Results will be used to provide the leadership and stakeholders of nonprofit organizations with data regarding the association and prediction of executive succession planning. This data will be useful as nonprofit organizations strategically plan for the executive succession planning process and identifying successors for executive leadership positions.
8
Campbell, Johnnie Faye. "Executive Succession in Community Action Agencies in a Southern State". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5683.
Testo completoAbstract (sommario):
Without adequate succession planning (SP) for executive directors, nonprofit organizations risk losing their mission and direction and their ability to sustain the quality of program and services and maintain superior leadership. The purpose of this study was to determine the degree to which SP was being developed and implemented in community action agencies (CAAs) in a southern state. This study also focused on the challenges that these organizations experienced from not implementing SP. This single case study design was based on the theoretical framework of organizational change, using Lewin's 3-stage model. Identified through purposive and snowball sampling, 17 participants from 5 CAAs in a southern state were interviewed using semi structured questions. Both primary interview data and secondary data were analyzed through constant comparison and the identification of themes and patterns, and verified through triangulation, member-checking, and pattern-matching. Secondary data consisted of succession plans, annual reports, bylaws, boards of directors' minutes, IRS 990s, and strategic plans. Findings revealed that 3 of the CAAs under study had a succession plan in place, while 2 did not. The challenges that these CAAs experienced from not implementing SP focused on 5 primary themes: organizational identity, sustainability, salaries, governance, and leadership development. The implications for social change include informing the southern state's CAA leaders, funders, and other stakeholders about the importance of developing written succession plans, integrating SP with leadership development and executive transitioning practices, and the long-term benefits of having these plans in place.
9
Nisbet, Margaret. "Management development and succession in the electricity industry 1948-1998 : executive men and non-executive women". Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/1618/.
Testo completoAbstract (sommario):
This thesis investigates the development and succession of British Electricity Industry executives (top managers) during the half-century from 1948, and examines the reasons why few female employees became senior managers, and none became board members. In response to the continuing need for professional engineers, the industry operated a policy of internal promotion in parallel with systematic procedures for recruiting, training, developing and promoting employees and managers. The shortage of technical trainees resulted in the recruitment of apprentices with qualifications below the required standard; together with talented manual workers who were also perceived as potential engineers. Training facilities and career development opportunities were biased in favour of technical employees whose occupations were horizontally and vertically segregated. The term 'manager' was strictly limited to an elite of 1 in 100 employees, distinguished from the 1000s of supervisors (1 in 14 employees). The career trajectory to management was multifaceted until a standard was introduced in 1968. The federal nature of the industry resulted in inequalities with particular biases in training and selection to attend business schools. Managers who attended the Administrative Staff College at Henley were more successful in achieving promotion, especially to the level of chairmen, when compared with managers who attended an internal course. Using questionnaire results the thesis highlights differences between managers and top managers in relation to their personal characteristics, career development (including motivation and managing), and techniques for management selection and succession. The impact of privatisation on career development is also considered. An analysis of management succession over five decades shows that early entry to the industry was correlated with success; the long tenure of the first entrants hindered subsequent succession except for the most mobile. Like the industry's leaders, membership of decision-making committees which influenced female development was also male dominated. This belied the fact that females formed one in ten of non-executive board members. There is a substantial literature on the historical problems of women in work, their concentration in low-paid, low-status posts, employability and exclusion from higher graded posts. The electricity industry is a case in point. In electricity the focus was on boys and young men to fill the horizontally segregated technical training posts at a time when females were actively encouraged to follow a 'feminine' curriculum in schools. In addition, workshop and practical training facilities for females were non-existent in an industry which, unsurprisingly, perceived they would find its workplaces 'unattractive'. Females were concentrated in lower grade clerical work and in the bottom grades of the higher graded administrative structure. Due to the federal nature of the industry the finding that females were discriminated against remained unresolved. Privatisation did nothing to improve the gender imbalance in managerial opportunity. Some females now perform manual jobs previously confined to men, and two women became executive board members. However, by 1998, despite the more widespread use of the term 'manager' a number of electricity companies had still not appointed any senior female managers.
10
Shadow, Cyndie. "An Exploration of Knowledge Transfer and Career College Executive Succession Planning". Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10975343.
Testo completoAbstract (sommario):
The career college sector of the post secondary education industry contributes more than $20 billion to the U.S. economy annually, but turnover in executive leader roles at career colleges is extremely high. Usually, such turnover occurs without succession planning or knowledge transfer for the new executive. The purpose of this exploratory case study was to explore the need for knowledge transfer when executive turnover occurs in career colleges. This single case study was framed on theories of knowledge addressing concepts such as knowledge stickiness, transfers, and gaps. The overarching research question concerned how lack of knowledge transfer during executive leadership succession at a career college influences stakeholder engagement, where stakeholders are executives, administrators, and faculty. The conceptual framework for this study was Szulanski’s sticky knowledge concept, which pertains to how knowledge transfer from one executive leader to the next may be blocked. Knowledge attrition can be the basis for declining performance and outcomes in an institution such as a career college. In this bounded, exploratory case study using semistructured interviews with stakeholders, the aim was to understand how to improve knowledge transfer in these colleges so that they may remain available for the students they serve, who usually represent the first generation in their families to obtain any postsecondary certification. This aim is socially significant because completion of career education can be a factor leading individuals into the middle class. Social change for a portion of the underserved population can certainly emanate from educational opportunities that lead to career placement, which is why understanding executive succession in career colleges has significance in American society.
11
Orosz, Janet Elizabeth Foley. "Leadership transitions of state government executives : a naturalistic inquiry of cases of state agency executive succession in Ohio". Connect to resource, 1991. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1264528166.
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Erasmus, Lynne. "The effectiveness of succession planning in SARS enforcement Port Elizabeth". Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1208.
Testo completoAbstract (sommario):
This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.
13
Tanzwani, Mashaka. "An investigation of management succession planning in black–owned family business in selected areas in South Africa / by M. Tanzwani". Thesis, North-West University, 2010. http://hdl.handle.net/10394/4598.
Testo completoAbstract (sommario):
The objective of this study is to investigate management succession in black–owned
family businesses in South Africa. The study was conducted in two Provinces,
namely Limpopo and the North–West. In the Limpopo province, the study was
conducted in the Vhembe District. The Vhembe district is consists of four
municipalities, i.e. Thulamela, Mutale, Musina and Makhado. In the North–West
province, the study was conducted in the Bojanala District. The Bojanala district has
three municipalities, namely Phokeng, Marikana and Tlhabane.
Family businesses are one of the driving forces behind economic growth in the
developed and developing countries. Their general lack of longevity is a cause for
concern. Their lack of longevity has mostly been attributed to poor succession
management processes which hinder the transfer of the family businesses from one
generation to the next generation. It is because of this concern that the research was
undertaken in order to provide possible suggestions that the family businesses can
adopt and implement in order to ensure a successful transfer of the family business
to the next generation family members.
The research was conducted by means of a literature and empirical study. The
purpose of the literature study was to attain in–dept knowledge of family businesses
and management succession. The literature study formed the basis of understanding
family businesses and the unique challenges facing such businesses.
The literature review has focused on issues such as: the definition of a family
business, unique characteristics of family businesses, the advantages and
disadvantages of family businesses, challenges to the continuity of family
businesses, the definition of succession and succession planning, the importance of
management succession, the nature of the succession process, the selection of a
successor, mentoring and preparing a successor as well as the complete transfer of
management to the successor. The empirical study indicated that successful management succession in family
businesses is hindered by a lack of or poor management succession planning, estate
and retirement planning, the selection of the successor, the prevention and
management of conflict as well as the establishment of family forums which enable
effective communication within the family business.
Therefore, an investigation of management succession in black–owned family
businesses was undertaken due to their lack of longevity as presented in findings
from the empirical study.
Practical recommendations were suggested to support the family and the business to
effectively manage the management succession process in the family businesses.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
14
Al, Bin Ali Hesham A. "A study of succession processes for executive positions in the Bahraini public sector". Thesis, University of Warwick, 2013. http://wrap.warwick.ac.uk/58468/.
Testo completoAbstract (sommario):
This research strived to enhance our knowledge about the succession phenomenon by investigating the impact of various internal and external factors on the succession process. Specifically, the aim of the research was to explain the variations in succession processes for executive positions in the Bahraini public sector in light of the impact of the influential stakeholders and context-related factors. The researcher adopted a sequential mixed methods research approach to collect data. In the first phase, quantitative data were obtained to detect variations among the succession processes for executive positions in the Bahraini public sector. In the second phase, qualitative data were collected to reveal the influential factors acting upon the succession processes and to explain the detected variations in light of the impact of these factors. However, as the aim of the research was to explain the variations among the succession processes and in order to maintain the focus of the current thesis, only the qualitative part of the research is reported. The research findings highlighted the impact of several influential stakeholders (within and outside the organisational boundaries) and context-related factors (at macro, organisational and positional levels) on the succession process in the Bahraini public sector. Furthermore, the findings identified two factors that influence the stakeholders’ involvement in the succession process (stakeholders’ awareness and perceived importance of their stakes in the process). In addition, two factors were identified as determining the stakeholder’s impact on the process (the stakeholder’s power and the nature of the stakeholder-decision maker relationship). The findings also highlighted five influence mechanisms employed by the stakeholders to further their interests and claims in the succession process. Specifically, these influential mechanisms are intended to influence the availability of successors, overthrow the office incumbent, influence succession decisions, override undesirable decisions and alter the succession process framework. Based on these findings, the researcher proposed two conceptual models. The first model illustrated the influential stakeholders and context-related factors that act upon the succession process. The second model explained the detected variations in the succession processes by linking these variations with the influential mechanisms employed by the stakeholders. In addition, the researcher proposed a categorisation of the mechanisms employed by stakeholders, in general, to further their interests and claims regarding an organisational issue. The value of this research lies, primarily, in its contribution to the theory and literature of the succession phenomenon and to a lesser degree to the Stakeholder Theory; whilst the findings also have practical applications in the field of succession management.
15
Martin, Christina. "Succession Planning and Development of Nurse Leaders". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5900.
Testo completoAbstract (sommario):
Health care organizations can provide comprehensive, formal learning opportunities to develop nurse leaders for advanced leadership roles. The purpose of this doctoral project was to create an evidence-based nursing leadership academy focused on development of advanced leadership skills and competencies to cultivate frontline and midlevel nurse leaders for executive nursing and health care leadership positions. The practice-focused question addressed how an advanced nursing leadership education program would affect the knowledge level and competencies of nurse leader participants. The American Organization of Nurse Executives' (AONE) 5 nurse executive competency domains served as the framework for this project. Data were collected from 10 nurse manager and nurse leader participants, selected based on their performance and desire to succeed into an advanced leadership role, who completed the AONE nurse executive competency assessment. Findings indicated that greatest improvement was observed in the knowledge of the health care environment domain, followed by the communication and relationship building domain. Findings may be used to provide advanced leadership education to frontline and midlevel nurse leaders to support succession planning and development of nurse leaders to advance into executive leadership positions.
16
Meyer, Matthew John. "Transitional wars, a study of power, control and conflict in executive succession, theatre as representation". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0019/NQ44514.pdf.
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17
Meyer, Matthew John 1948. "Transitional wars : a study of power, control and conflict in executive succession : theatre as representation". Thesis, McGill University, 1998. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=35013.
Testo completoAbstract (sommario):
The study of promotion or executive succession has been of interest to educators since the beginning of schools. Who should be a school's principal? The purpose of this study was twofold. First to investigate executive succession within large, urban Canadian schools boards, and second, to use a dramatic work---a play---to represent the major findings. Theatre is used to present society and its workings, it is a method of data representation that permits human emotion, care, conflict and tension to become palpable, to provoke an audience. The two purposes of this study merged to provide insight unto the "reality" of school principals' promotions from the perspective of practitioners.Data on promotion was collected from thirteen seasoned school administrators through extended interviews. Respondents were encouraged to relate stories of individual promotions, as they understood them. The data was transcribed and analyzed using the constant comparison approach. This method yielded multiple levels of analysis including areas of reference, spheres of infra-influcnce (highly related concepts), and rules of inclusion (subsuming large amounts of data).
It was clear that promotion was a "political act" where several stakeholders fought for their interests. Then followed transcendence---the movement from the naturalistically collected and analyzed data to the play---the movement from science to art form. The rules of inclusion inspired the foundations of the novella, the novella led to the play; characters, scenes and actions were developed. A group of actors rehearsed and prepared a staged reading. Tim play was presented to a group of educators who were asked to respond to it at two levels---the work as a provocation device for preparing educational administrators and the work as the "reality" of promotion.
Clearly, the theatrical work stimulated the audience and indicated there is a valid place in administrator preparation programs for dramatic works. As well, the notion of promotion as "seeking the best possible candidate" was challenged as stakeholders' Interests dictated both promotion procedures and candidate succession. The title, Transitional Wars, seemed to capture the essence of the work.
18
Card, Michael Andrew. "Creating your job : leadership, executive succession and strategy formation by state agency directors in Ohio /". The Ohio State University, 1992. http://rave.ohiolink.edu/etdc/view?acc_num=osu1271714344.
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19
Rejchrt, Peter. "Studies of UK Chief Executive Officers in the FTSE 350 : implications for management, succession and governance". Thesis, University of Southampton, 2014. https://eprints.soton.ac.uk/370452/.
Testo completoAbstract (sommario):
There is limited recent evidence from the UK on the sourcing and backgrounds of Chief Executive Officers (CEOs). Practitioner views are dominant and suggest a frequent “churn” of these individuals between lucrative roles. In particular, the implications of hiring profiles, organisational career paths and demographic backgrounds have not featured in the research focus, which has perpetuated the practitioner view of CEO succession. The governance implications of CEO successions in non-domestic companies are linked to home market culture to seek validation for different approaches to compliance with governance standards. This thesis presents three linked papers on CEO succession, with the final paper evolving a governance focus from a finding of the research into the earlier papers. Chapter 2 (Paper 1) considers the implications for the future of the publicly traded corporation in terms of its leadership talent pipeline by considering the questions of the succession, age and tenure, and recruitment of CEOs. It examines a sample of the 350 largest UK publicly quoted companies and develops a research agenda focused on the succession, age, tenure and provenance of recruits to senior executive roles. The paper shows the predominance of internal recruitment, with ageing CEOs in role for over six years and close to retirement. These CEOs tend to be replaced by successors with similar age profile and recruitment characteristics, as the level of “churn” of CEOs between roles is reported as minimal. It may appear that focus on succession planning has produced results, as many CEOs are recruited from an internal talent pool and enjoy longer tenures than previous research has indicated. However, the future talent pipeline may be at risk due to a lack of development opportunities. Chapter 3 (Paper 2) examines the outcomes of talent management at the 300 largest companies in the UK, using a quantitative approach. It examines the relationship between the functional backgrounds and age demographics of CEOs and firm performance. It further links antecedent organisational performance to the internal-external CEO hiring decision. The findings show a relative predominance of general management skills in current CEOs. Replacement CEOs are usually sourced internally and long tenure is associated with improved firm performance. This holds true even with below-average antecedent firm performance, where firms are expected to address strategic shortcomings by seeking an external recruit. The article discusses the implications of the findings for succession planning and career paths. Chapter 4 (Paper 3) engages with a small sample of non-domestic companies listed on the London Stock Exchange. Such companies may seek to access capital in a more liquid market as a statement to the market of a propensity to disclosure and a willingness to protect minority shareholders. Yet, many non-domestic companies retain tightly-controlled shareholding structures and are based in emerging regions where national cultural norms differ from the UK. The paper hypothesises on likely lower levels of compliance with the principles of the UK Corporate Governance Code. It further suggests a relationship between lower levels of compliance and non-domestic companies from countries that demonstrate high power-distance and uncertainty-avoidance in the Hofstede (1980a) cultural values framework. In this exploratory approach to analysing compliance by non-domestic companies with the “comply-or-explain” governance regime in the UK, the paper develops a framework to guide future research into the contextual and cultural underpinnings of compliance monitoring and to enable regulators to further improve corporate governance codes.
20
Coxbill, Amanda Lynn. "Stock market reaction to a gender change in CEO". Laramie, Wyo. : University of Wyoming, 2008. http://proquest.umi.com/pqdweb?did=1605143711&sid=1&Fmt=2&clientId=18949&RQT=309&VName=PQD.
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Fancher, Lori Powers. "The Influence of Organizational Culture on the Implementation of Succession Planning". Digital Archive @ GSU, 2007. http://digitalarchive.gsu.edu/pmap_diss/28.
Testo completoAbstract (sommario):
Succession planning is perhaps one of the hottest topics today as a result of ethical issues, compensation, development and implementation. Global organizations faced with fast-paced change can no longer afford long, lengthy internal development of an heir apparent. However, those organizations who seek faster, external executive hires have found it no panacea as organizational culture often trumps talent and industry experience. Recent research points to those who do internal succession well, with little disruption and ready change depend on their ability to execute plans (Charan & Colvin, 1999, 2001). A qualitative study was conducted with 30 participants of executive and mid-level managers from a large, Fortune 500 company to investigate the influence of organizational culture on the succession planning process. The results indicate that the founder has tremendous influence on organizational processes (i.e., succession planning) via the culture which he or she created early on. According to Schein (1992), succession planning processes serve as secondary embedding mechanisms to perpetuate existing cultural values; as a result they are difficult to change. The vast majority of research to date has utilized quantitative, positivistic methods in the study of succession planning resulting in a multiplicity of variables furthering functionalist pursuits of predictability and generalizability rather than furthering our understanding of the process itself, situated in its natural environment. This study contributes significantly to current research in that it reveals organizational values, purpose, roles, decision-making criteria, selection, development and promotion of potential heir-apparents and how these variables play out in the implementation of a succession plan. Furthermore, previous research suggests that the CEO has primary control over the succession planning process and its results. Although their role is indeed important, this study suggests that it is the trust, identification and commitment of an organization’s members (i.e., employees) and the cultural alignment of organizational processes which ensure that the execution of the succession plan results in a “successful” successor. Human Resource Development is therefore poised to make a bigger impact than ever before as a strategic partner to executive levels of organizations today. Exemplary development and implementation initiatives will need to be managed throughout the ranks.
22
Byham, Tacy M. "Factors Affecting the Acceptance and Application of Developmental Feedback from an Executive Assessment Program". University of Akron / OhioLINK, 2005. http://rave.ohiolink.edu/etdc/view?acc_num=akron1133214086.
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23
Zuzile, Zikhona Siviwe. "Improving leadership development in the Eastern Cape Treasury: a succession planning and leadership development study". Thesis, Nelson Mandela University, 2018. http://hdl.handle.net/10948/19575.
Testo completoAbstract (sommario):
Leadership development is very important in business and much is often said about ‘growing’ leaders in business organisations. Leadership development cannot be achieved in one training course or programme, but should rather be an everyday practice of existing leaders. Leader development concentrates on individual leader development, enrichment or attainment of within-person competence while leadership development concentrates on relational development. This paper addresses and outlines how an all-inclusive method to leadership development and succession planning is needed for the employees of the Eastern Cape Treasury. It also looks at the willingness of the existing leadership in government to coach and mentor the youth of today to take on a leadership role when the current leaders exit the market. The head office in Bhisho for the Eastern Cape Treasury has 390 employees and in total, when combined with district offices around the Eastern Cape, there are 454. The questionnaire was sent out to 80 employees and 55 of those were filled and returned to the researcher. The targeted employees were those in the following positions: Administrative Officer, Assistant Director, Deputy Director, Director and Chief Director. The empirical results though showed that Autocratic Leadership and Satisfaction with Compensation Package had no correlation with Leadership development, whereas Organisational Culture, Senior Management Support and Participative Leadership Style showed positive correlation with Leadership development success. Implementing the recommendations might help with improving leadership development in the Provincial Treasury.
24
Coleman, Pheobie Latossa. "Executive Management Methods to Prepare Employees for Future Positions". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3149.
Testo completoAbstract (sommario):
Creating successful leaders is one of the challenges that social services organizations are facing. Employees may lack essential managerial skills to become productive leaders, and some managers may lack viable succession planning methods for preparing employees for leadership positions. The purpose of this case study was to explore methods that executive managers use to prepare employees for leadership positions. Path-goal theory and transformational leadership represent the conceptual framework that grounded this study. Semistructured interviews were conducted with 10 executive managers in the social services industry within southwest Georgia with experiences and skills specific to implementing successful succession planning. Company archives of corporate reports, government records, and business and management records were used for triangulation. The data were coded and analyzed using a modified van Kaam method. Participants verified the accuracy of the analysis of their responses through member-checking. The findings revealed 4 emergent themes: organizational management, hiring employees that fit the culture, leadership capabilities, and talent management. A recommendation from the study was that executive managers find methods to prepare employees for leadership positions. These findings may contribute to positive social change by identifying methods to prepare employees for leadership positions, thereby generating organizational sustainability, increasing organization revenue, and creating community economic development.
25
McPhail, Naples Fabienne. "Aspirations of community college leadership a study of talent engagement and the barriers and motivation for faculty leadership development /". Diss., Restricted to subscribing institutions, 2006. http://proquest.umi.com/pqdweb?did=1280132531&sid=1&Fmt=2&clientId=1564&RQT=309&VName=PQD.
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Ball, Leslie. "How the roles of CEO's differ in response to different circumstances and in the context of succession: Anglo American-a case study". Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/60799.
Testo completoAbstract (sommario):
A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
27
Goldblatt, Dana. "An investigation into the determinants and moderators of women attaining and retaining CEO positions". Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/an-investigation-into-the-determinants-and-moderators-of-women-attaining-and-retaining-ceo-positions(14efa949-3f2d-4b71-bc40-aba358315ea2).html.
Testo completoAbstract (sommario):
This thesis explores gender-related barriers in CEO successions. Only 4% of Fortune 500 CEOs are female despite the fact that women have held the majority of college degrees in the US since the late 1990's and now comprise almost half of the workforce and the majority of managerial positions. Their representation is low even in comparison to the other two top management positions from which CEOs are typically sourced. It is less than one-third of the percentage of both female executive officers (15%) and board directors (17%). A holistic and qualitative research approach was utilized. Data were gathered on societal, individual and organizational factors through one-on-one, semi-structured interviews with board directors, executive search consultants and female CEOs, and analyzed using computer-assisted coding software. This thesis challenges the perception that women's individual barriers are the main reason why there are so few female CEOs. While all three types of barriers were found, organizational barriers appear to be the most important. The convergence of predominately male board directors, CEOs and top executive search consultants with informal, subjective, secretive and disparate talent management and CEO successions programs effectively results in the CEO position being a better fit for men than women. While moderating factors were beneficial to the women who have become CEOs, many factors were found for why they cannot be relied upon to greatly increase the number of female CEOs. A deliberate and comprehensive effort by society, individuals and organizations is required.
28
Jumelle-Paulet, Delphine. "La part de l’irrationnel dans les processus de sélection des futurs dirigeants des grandes entreprises françaises". Thesis, Paris 2, 2018. http://www.theses.fr/2018PA020088/document.
Testo completoAbstract (sommario):
La part de l’irrationnel dans les processus de sélection des futurs dirigeants des grandes entreprises françaises. Cette thèse explore la part d’irrationalité intervenant dans les processus de sélection des futurs dirigeants français. Examinant les profils des dirigeants français du début du 21ème siècle, elle souligne la persistance d’une doxa cartésienne, c’est-à-dire la croyance en l’autorité de la conscience et de la raison dans la détection, la sélection ou la génération d’élites et plus particulièrement de dirigeants dans les organisations, réalisant en particulier un biais de sélection sociale précoce pour l’accès à la direction des grandes entreprises. Combinant les apports des théories de l’agence, des échelons supérieurs, et de la rationalité limitée, ce travail construit une vision intégrative des enjeux et paramètres de la sélection des futurs dirigeants à plusieurs niveaux (individus, systèmes, réseaux, organisation, culture), et analyse comment des processus rationnels peuvent être modifiés par des formes d’irrationalité, des premiers moments de détection et de fabrique des talents à celle, à la fois plus symbolique et signifiante, de la dirigeance. Le cadre conceptuel du leader transcendant permet de représenter une vision intégrative du leadership, et d’explorer les « nouvelles » qualités que les processus de sélection devront identifier, illustrant l’inadéquation des processus traditionnels aux enjeux des entreprises modernes. Ce travail met en lumière la nécessité de réévaluer les pratiques de la sélection des dirigeants au travers d’une rationalité procédurale plus en adéquation avec la réalité opératoire, à la fois sur le plan de la rationalité sous-jacente (les valeurs et critères du leadership), de ses outils (les méthodes d’évaluation), et de son objet (une articulation intégrative et continue du développement et de la sélection assumant une part d’irrationnel)The purpose of this research work is to investigate how irrationality plays a significant role in selecting top executives in French corporates. Upon an in-depth review of the making of top executives in France at the beginning of the 21st century, it appears that a Cartesian rationale still prevails, based on the sheer belief that conscience and reason must be the unique dimensions used in selecting, promoting, and thus, perpetuating elites, from the early school years to the appointment of the C-suite in large organisations. Three theories are central in this research work: the agency theory, the upper echelon theory, as well as the bounded rationality theory. Combining them in an integrative conceptual framework allows to understand how strong rational patterns might be affected by forms and mechanisms of irrationality all along the process of identifying and developing future leaders to the more significant moment when they are appointed. Ultimately, the outcome of this research work shows that the model of « transcendent leadership » seems more effective than others to address the challenges of identifying and selecting executives in modern organisations. This leads to examining how to build more robust systems of executive selection at three levels of progress: (a) underlying values and patterns of leadership, (b) assessment tools and processes and (c) conscious acceptance of irrationality as a significant part of talent and executive spotting and development
29
Beutel, Lisa Mason. "Follow Her Lead: Understanding the Leadership Behaviors of Women Executives". University of Dayton / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=dayton1355424220.
Testo completo
30
Barr, Michael. "Strategizing Effective Succession Planning for Information Technology Executives". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7116.
Testo completoAbstract (sommario):
Organizations across the United States lose hundreds of millions of dollars each year due to the lack of effective succession planning for information technology executives. The purpose of this single case study was to explore strategies for the development and implementation of effective succession plans for future information technology executives. Bass and Avolio's transformational leadership theory was the conceptual framework for this study. The 3 participants were selected based upon their roles as executives in technology-related positions and their experiences with succession planning. Data were collected using semistructured interviews with these executives from a company headquartered in Kansas City, Missouri. Organizational documents, including an employee assessment form and a description of attributes that each information technology professional is measured against, were also analyzed. Yin's 5-phase model was used to analyze the data; steps included compiling, disassembling, reassembling, clarifying, and the development of conclusions. The 3 major themes that emerged from data analysis were diversity of background, professional development, and sourcing of executives to improve the success of information technology executives. Using study findings, organizational leaders may help to bring about social change by enhancing the growth of high-performing information technology professionals. Assessing talent and tailoring development opportunities, coupled with mentorship, could help information technology professionals prepare for future positions that positively impact employee morale, establish a common vision across their organizations, and identify opportunities for interaction with local communities.
31
Jefferson, Sharon E. "Nonprofit executive successor planning| A phenomenology of nonprofit executive leadership transition". Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3631655.
Testo completoAbstract (sommario):
The nonprofit sector has historically faced a multitude of challenges that threaten sustainability. Such continues even today. Nonprofit organizations struggle to respond to changes imposed by external environmental influences. These changes revolve around accountability and resources. With all of this, the sector now faces yet another challenge of a significant executive leadership deficit. During the past ten years to the present, the sector has experienced a mass retirement of baby boomer executives. The nonprofit sector has warned of the leadership deficit. However, nonprofit organizations have failed to urgently respond to the developing leadership void. Nonprofit organizations tend to not address executive leadership needs of the organization until an occurrence of vacancy. While nonprofit organizations are encouraged to utilize successor planning, under utilizing is prevalent. This qualitative research explores nonprofit executive successor planning from a phenomenological approach. The research emphasizes perspectives of twelve nonprofit executives who experienced leadership transition during the years 2008–2012. The research approach is framed by theories of organizational management and human behavior. This research informs the issue of nonprofit successor planning utilization decisions in two areas. One area is the influence of incumbent executives in facilitating successor planning. A second area is consideration of ascribing resource value to the executive position. Such can encourage strategic assessment and planning for future leadership needs. Findings of the research indicate continued under utilization of successor planning characterized by the following: a reality of nonprofit executives facing operational distractions; governing boards avoiding the issue of leadership transition; and nonprofit organizations under utilizing strategic planning.
32
Probert, Joana Amora. "Becoming the CEO : the CEO identity construction process in the transition of newly appointed chief executives". Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/9996.
Testo completoAbstract (sommario):
This study investigates the personal experience of newly appointed chief executives in
transitioning into the CEO role. Adopting an exploratory qualitative design, data was
obtained from two semi-structured interviews with 19 newly appointed chief executives,
for a total of 38 interviews.
The main contribution of this thesis to the extant literature is to show the ways in which
CEOs go through an identity construction process when transitioning into the role, which
is characterized in two ways. First, there exists a bi-directionality of influence between the
personal identity of the CEO and the organizational identity. Second, this process
comprises strong identity demands (lack of specificity of the role and weak situation) and
identity tensions (personal identity intrusion and identity transparency) that dispose new
CEOs towards an unbalance that promotes individuality.
This disequilibrium might hinder the integration of new chief executives into the
organization, since the data suggests that new CEOs are responsible for fostering their
own integration by connecting aspects of their personal identity with the identity and
culture of the organization. The thesis offers a theoretical model of the CEO identity
construction process and concludes with a series of propositions that address the
ramifications of these findings to our understanding of CEO succession.
33
Hoffman, Confidence Lydia. "Exploring of a succession planning framework for women in the South African aviation industry". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/8272.
Testo completoAbstract (sommario):
Women globally are seen as key contributors to the economic development and ‘bottom-line’ of businesses, but their presence and representation is still lacking in senior positions and the boardroom. Although after 20 years of democracy, the South African government has made significant progress towards empowering women in all spheres of business, inequalities and imbalances remain huge stumbling blocks. Embracing diversity and advocating gender equality makes business sense; this includes developing women as leaders through effectively implementing succession planning. Research shows that most companies have a succession plan document in place, but whether it is correctly implemented and effective remains to be investigated. A company’s leadership and human resources management together need to create a robust succession planning framework which aligns the vision of the company and talent management. The purpose of this research study was to determine the perceived success of succession planning for women in businesses in South Africa. The study’s primary objective was to develop and explore a succession planning framework for women in the South African Aviation Industry. A detailed literature review was conducted on women in business, leadership and succession planning. A qualitative case study approach was used as the most appropriate research methodology for this study to test whether the six propositions developed by the researcher applied to this single case or not. A questionnaire was developed to be used as a guide when interviewing the female respondents. The results were analysed and based on the findings, recommendations were made for further research. The main finding of this research was that the selected company lacks the correct implementation of the succession planning process. A possible solution to this issue would be the recruitment of a succession planning coordinator who has strong knowledge of the company’s policies, procedures and culture to establish strategies to roll out the succession planning programme.
34
Picq, Marielle. "La distinction entre contrats à exécution successive et contrats à exécution instantanée". Grenoble 2, 1994. http://www.theses.fr/1994GRE21052.
Testo completoAbstract (sommario):
L'objet de cet ouvrage est de demontrer que la traditionnelle classification opposant les contrats a execution successive aux contrats a execution instantanee peut etre efficacement remplacee par la distinction entre les contrats divisibles et les contrats indivisibles. La premiere partie est relative aux interets de la distinction traditionnelle. Il ressort de cette etude que cette opposition est inapte a expliquer, de facon satisfaisante, les differences de regime juridique constatees et annoncees, qu'il s'agisse des mecanismes tendant a assurer la permanence du contrat. Tout au long de cet examen, les elements de la distinction entre les contrats divisibles et les contrats indivisibles sont peu a peu degages. La seconde partie est consacree aux frontieres de la distinction. Dans un premier temps sont exposees les imperfections des criteres de la classification actuelle. Dans un second temps, est presentee la nouvelle distinction entre les contrats divisibles et les contrats indivisibles. Celle-ci repose sur deux concepts. Tout d'abord un critere technique, la succession d'equilibres partiels et autonomes, et enfin un fondement theorique : la cause. Ces instruments sont alors appliques permettant de dresser le tableau de la nouvelle distinctionThe subject of this work is to demonstrate that the usual, which sets the successive execution agreements against the instantaneous execution agreements, can be efficiently replaced by the distinction between the divisible agreements and the indivisible agreements. The first part is relative to the relevances of the traditionnal distinction. It emerges from this study that this opposition is unfitted to explain, in a satisfactory way, the differences of the juridical basis noticed and announced, which it is about the mecanisms which ensure the contractual permanency, or which it is about those which lead to the disappearance of the agreement. All along this examination, the components of the distinction between the divisible agreements and the indivisible agreements are brought out. The second part is devoted to the borders of the distinctionl in a first time are stated the imperfections of the criterions of the actual classification. Then, in a second time is presented the new distinction between the divisible agreements and the indivisible agreements. This last is based on two concepts. First of all, a criterion, the succession of partial and autonomous balances, and then, a theoritical foundation : the cause. These implements are then applied, entitting to draw the picture of a new distinction
35
Kraller, Judith. ""The Relevance of IT Supported Succession Planning in the Current Labor Market."". Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198205.
Testo completoAbstract (sommario):
This paper analyzes the relevance of succession planning from today's labor market perspective. Consequently, it reviews the reasons, methods and limitations of external and internal hiring concluding that corporations should employ a balance of both. Research shows that succession planning provides a means for organizations to develop, retain and promote internal talent. Because succession planning often consists of opaque processes, emergency planning or unmethodical decisions, the thesis identifies whether succession software on the example of the Business Execution Suite from SuccessFactors can add value to conventional succession planning. Although this Software-as-a-Service solution does offer a variety of best practice tools, the author concludes that the success of a succession program moreover depends on systematic process and role definitions as well as a facilitating corporate culture. Secondary research, internal company documents and an expert interview support the author in finding conclusions.
36
Bartocci, Andrea. "Le successioni a favore dei frati minori e la scienza giuridica dell'età avignonese (1305-1378)". Paris, EHESS, 2007. http://www.theses.fr/2007EHES0104.
Testo completoAbstract (sommario):
La thèse se penche sur le statut patrimonial des religieux franciscains. La première partie est consacrée aux textes réglementant leur condition juridique : la bulle Exivide Clément V et le Tractatus minorica-rum decisionum de Bartole avec les additions des juristes. La seconde partie analyse la pensée de ces juristes quant à la capacité patrimoniale des franciscains. Les quatre appendices contiennent les éditions critiques des importants textes encore inédits de Jean Calderini, Jean de Lignano et Bonifacio Ammannati avec la description de tous les manuscrits du traité de BartoleThe work is about the patrimonial status of the Franciscans friars. The first part concerns the texts which gave the rules of their juridical condition: the constitution Exivi promulgated by the pope Clement V and the Tractatus minoricarum written by Bartolus de Saxoferrato with the additions by other medieval jurists. The second part is about the opinions of these jurists in order to the patrimonial capacity of the friars. The first three appendixes contains author's critical editions of the tracts written by Johannes Calderinus, Johannes de Lignano and Bonifacius de Ammanatis. The fourth appendix contains the descriptions of all the manuscripts of Bartolus's tract
37
Aribi, Imed. "Notion et rôle de la résiliation en droit privé interne". Grenoble 2, 1994. http://www.theses.fr/1994GRE21031.
Testo completoAbstract (sommario):
La notion de resiliation est souvent utilisee par les juristes, mais elle n'a fait l'objet d'aucune etude methodique. Cette these constitue une premiere tentative sur cette notion. Elle vise essentiellement a la mettre en valeur et a souligner son role dans la theorie generale des contrats et des obligations. L'idee centrale de la these est que cette notion se presente toujours avec des traits communs quelles que soient ses manifestations juridiques : il s'agit de l'unite de champ (les contrats successifs) et de l'unite d'effet (l'extinction du contrat pour l'avenir sans retroactivite). En revanche, la role varie. Lorsque la resiliation est volontaire, c'est-a-dire unilaterale ou bilaterale, elle permet tantot a l'une des parties de se degager d'un contrat a duree indeterminee et de proteger par la la liberte individuelle contre l'engagement perpetuel, tantot aux deux parties de mettre fin au contrat d'un commun accord sur le fondement de leur liberte contractuelle. Bien qu'elles obeissent a des regles specifiques, ces deux manifestations de la resiliation volontaires ont pu etre rapprochees, ce qui a permis de les distinguer des notions voisines et d'en etudier la nature et le regime juridiques. Lorsque la resiliation est judiciaire, elle permet au juge de mettre fin a un contrat successif pour l'avenir. Il est a noter, dans ce cadre, que si la resiliation judiciaire peut parfois se substituer a la resolution judiciaire des contrats successifs, elle ne saurait constituer un remede efficace et acceptable aux difficultes que pose l'annulation de ce type de contratsThe notion of cancellation is often used by lawyers but it has never been methodically studied. This thesis constitutes a first attempt at examining this notion. The main prupose of the thesis is to boing out and underlined the role of cancellation in the general theory of contracts and obligations. The central idea of the thesis, is that this notion always has the same characteristics, whenever it occurs in connection with law, it's a question of unity of field (in successive) contracts) and unity of effect (in the extinction of a contract for the future without retroactivity). On the other hand, however, the role can vary. When the cancellation is voluntary, that is to say unilateral or bilateral, it can either allow one of the parties to back out of a contract of unspecified duration, thus protecting individual liberty against perpetual commitment or it can allow both parties to terminate the contract by mutual consent, on the basis of their contractual freedom. Althrough these two instances of voluntary cancellation obey specific rules, it has been possible to boing them together, which has helped to distinguish them from similar notions, and to study their legal nature and system. When the cancellation is judicial, it enables to judge to terminate a successive contract for the future. It should be noted, in the context, that if judicial cancellation may sometimes be a substitude for judicial resolution of successive contracts, it should not constitude an efficient and acceptable remedy for the difficulties caused by the invalidation of such contracts
38
Frandsen, Michael Lawrence. "CEO succession and stockholder reaction do demographic characteristics matter? /". Thesis, 2003. http://wwwlib.umi.com/cr/utexas/fullcit?p3119641.
Testo completo
39
Van, Zyl Coral. "The impact of CEO turnover on the share price performance of South African listed companies". Diss., 2008. http://hdl.handle.net/2263/23533.
Testo completoAbstract (sommario):
International research into the impact of CEO turnover on organisational share price performance has yielded inconsistent results. This research aims to study the impact of CEO turnover on the South African environment, and in particular on South African listed companies. The study is conducted looking at both the impact at the date of the announcement of the CEO change, and examines the impact of forced versus voluntary turnover, as well as internal versus external CEO replacement. There were 74 turnover events between 2001 and 2003, which were included in the study at announcement date. Only 28 of these resulted in the CEO remaining in office for a period of at least three years, and this smaller sample was used to examine the effect of CEO turnover over the three years after appointment. Event study methodology was used in the research. The research observed a statistically significant negative impact on share prices at the date of announcement of CEO turnover, but this was negated by statistically significant positive returns when looking at the day prior to the announcement. No statistically significant results were observed for internal versus external CEO replacement. Forced CEO turnover had a negative effect on share price performance when compare to voluntary turnover, but this was not statistically significant. No significant results were observed for the three years post the appointment of the new CEO. The conclusion of the research is that the impact of CEO turnover is not significant at announcement date or over time.Dissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
40
Chiang, Fang-Yu, e 蔣芳育. "Executive Succession- Ten-Year Experiences of Public Corporations in Taiwan". Thesis, 1996. http://ndltd.ncl.edu.tw/handle/74651819407901366391.
Testo completo
41
Platts, Jon C. "Critical factors regarding executive succession in Wisconsin public schools the superintendency /". 1988. http://catalog.hathitrust.org/api/volumes/oclc/18769303.html.
Testo completo
42
HUNG, TZU-CHUN, e 洪紫郡. "The Relationship between Executive Compensation and Financial Performance in Family Firms Succession". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/qk2v42.
Testo completoAbstract (sommario):
碩士東海大學
會計學系
106
As time changes, the founders of family business who once have propped up Taiwan’s economy are entering the retirement stage now. The compensation system outlined in a succession plan is particularly important (Steve Seelig 2014) , and the compensation system after succession will have a nepotism with financial performance. At present, domestic and foreign literatures focus on the difference of CEO compensation between family and non-family firms. Yet, the difference and the empirical results are quite divergent. In Taiwan, taking the succession as the main axis of research, the research on the compensation incentive of the successor from the perspective of intergenerational inheritance of family business is even urgent. This study is based on Taiwanese companies that went public from 1998 to 2017.The research period was the year before the founder took over and three years after the succession. Ordinary Least Squares(OLS) was employed analyze the empirical results, compare the compensation level and compensation ratio of the founders’ descendants or professional managers after they took over. SEM was further used to examine the impact of the meditation effect on the the successor to the financial performance of the companies. The results of the study demonstrated that the succession of the founders’ descendants and the compensation level were significantly positively correlated, while significantly negatively correlated with the compensation structure of the equity-based compensation. In the aspect of company performance, if the compensation structure is used as an intermediary effect, the motivation of the professional managers' equity-based compensation is better than the motivation of the the descendants’ fixed compensation. However, in terms of marketing performance, nothing was found in this study.
43
"Inside or outside CEO succession and firm performance: evidence from CEO turnover in China". 2010. http://library.cuhk.edu.hk/record=b5894378.
Testo completoAbstract (sommario):
Xiao, Rui."August 2010."
Thesis (M.Phil.)--Chinese University of Hong Kong, 2010.
Includes bibliographical references (leaves 28-30).
Abstracts in English and Chinese.
Abstract --- p.i
摘要 --- p.ii
ACKNOWLEDGMENTS --- p.iii
Chapter 1. --- Introduction --- p.1
Chapter 2. --- Literature Review --- p.2
Chapter 3. --- Research Hypothesis --- p.5
Chapter 3.1 --- Institutional Background --- p.5
Chapter 3.2 --- Hypothesis Development --- p.6
Chapter 3.2.1 --- Firm Performance and Outside Succession --- p.6
Chapter 3.2.2 --- Board Composition and Outside Succession --- p.6
Chapter 3.2.3 --- Predecessor Characteristics and Outside Succession --- p.7
Chapter 3.2.4 --- Successor Characteristics and Outside Succession --- p.7
Chapter 3 2 --- 5 Performance Consequences and the Source of Successor --- p.9
Chapter 4. --- Methodology --- p.9
Chapter 4.1 --- Measurement --- p.9
Chapter 4.2 --- Bivariate Probit with Sample Selection --- p.11
Chapter 4.3 --- Event Study --- p.13
Chapter 5. --- Data --- p.15
Chapter 5.1 --- Sample Selection and Data Sources --- p.15
Chapter 5.2 --- Descriptive Statistics --- p.16
Chapter 6. --- Empirical Results --- p.17
Chapter 6.1 --- The Determinants of Outside Succession --- p.17
Chapter 6.1.1 --- Univariate Tests of Outside Succession and Firm Performance --- p.17
Chapter 6.1.2 --- Univariate Tests of Outside Succession and Board Composition --- p.18
Chapter 6.1.3 --- Univariate Tests of Outside Succession and Predecessor Characteristics --- p.18
Chapter 6.1.4 --- Regression Results --- p.18
Chapter 6.2 --- Outside Succession and Successor Characteristics --- p.21
Chapter 6.2.1 --- Univariate Tests --- p.21
Chapter 6.2.2 --- Regression Results --- p.21
Chapter 6.3 --- Market Reaction and CEO Succession --- p.22
Chapter 6.4 --- Post-turnover Performance and Outside Succession --- p.23
Chapter 6.5 --- Robustness Tests --- p.26
Chapter 7. --- Conclusion --- p.26
Reference --- p.28
Table 1. The Percentage of CEO Outside Succession during the Sample Period …… --- p.31
Figure 1. CEO Turnover and Outside Succession in Each Year --- p.32
Figure 2. Outside Succession Rate in the Turnover Sample --- p.32
Table 2. Literature Summary of Outside Succession --- p.33
Table 3. Descriptive Statistics of Variables --- p.34
Table 4. Outside Succession Rates at Different Performance Levels --- p.36
Table 5. Relation between Outside Succession Rates and Board Composition --- p.37
Table 6. Relation between Outside Succession Rates and CEO Predecessor Characteristics --- p.38
Table 7. Outside Successions Regression Results --- p.39
Table 8. CEO Successor Characteristics --- p.41
Table 9. Regression Results of the CEO Successor Characteristics --- p.42
Table 10. Cumulative Abnormal Returns around the Announcement of CEO
44
Murdaugh, James T. Feiock Richard C. "Succession and the police chief an examination of the nature of turnover among Florida police chiefs /". Diss., 2005. http://etd.lib.fsu.edu/theses/available/etd-11102005-141029.
Testo completoAbstract (sommario):
Thesis (Ph. D.)--Florida State University, 2005.Advisor: Richard C. Feiock, Florida State University, College of Social Sciences, Askew School of Public Administration and Policy. Title and description from dissertation home page (viewed Jan. 24, 2006). Document formatted into pages; contains vii, 124 pages. Includes bibliographical references.
45
Murdaugh, James T. "Succession and the police chief an examination of the nature of turnover among Florida police chiefs /". 2005. http://etd.lib.fsu.edu/theses/available/etd-11102005-141029.
Testo completoAbstract (sommario):
Thesis (Ph. D.)--Florida State University, 2005.Includes vita. Includes bibliographical references (110-123). Also available online via the Florida State University ETD Collection website (http://etd.lib.fsu.edu/).
46
Goundar, Nadesa. "Impression management in financial reports surrounding CEO turnover. A research project submitted in partial fulfilment of the requirements for the degree of Master of Professional Accountancy, Unitec New Zealand /". Diss., 2009. http://www.coda.ac.nz/cgi/viewcontent.cgi?article=1010&context=unitec_bus_di.
Testo completo
47
Neirynck, Baudouin C. R. "Succession planning for middle managers in US subsidiaries in Hong Kong". 2003. http://arrow.unisa.edu.au:8081/1959.8/24938.
Testo completoAbstract (sommario):
During the 1990's, most Hong Kong companies experienced extremely high Voluntary Turnover among middle managers. This thesis attempts to find the causes of such turnover through quantitative analysis and at the same time assess the state of Succession Planning implementation in 10 subsidiaries of US multinational companies as a potential remedy to such turnover. Lack of career advancement and promotion opportunities was found by employees to be the leading cause of voluntary turnover whereas employers believe basic salary and other remuneration components are the main causes. In 9 companies out of 10, Succession Planning is found to be short on basic success criteria such as formalization, buget, support from top management, I.T. support, integra- tion with strategic HR planning, accountability and continuous review processthesis (PhDBusinessandManagement)--University of South Australia, 2003.
48
"Executive succession: searching for evidence of earnings management of listed companies in Hong Kong". 1999. http://library.cuhk.edu.hk/record=b5889461.
Testo completoAbstract (sommario):
by Lan Yat Si, Wong Tai Chun, Mark.Thesis (M.B.A.)--Chinese University of Hong Kong, 1999.
Includes bibliographical references (leaves 35-37).
ABSTRACT --- p.iii
TABLE OF CONTENTS --- p.iv
LIST OF TABLES --- p.vi
ACKNOWLEDGEMENTS --- p.vii
Chapter
Chapter I. --- INTRODUCTION --- p.1
Chapter 1.1 --- Research Problem --- p.1
Chapter 1.2 --- Overview --- p.2
Chapter 1.3 --- Different Perspectives Explanation --- p.2
Chapter 1.4 --- Earnings Management Explanation --- p.3
Chapter 1.4.1 --- Big-bath Hypothesis --- p.3
Chapter 1.4.2 --- Blaming Hypothesis --- p.3
Chapter 1.5 --- Difference between Big-bath and Blaming Hypotheses --- p.4
Chapter 1.6 --- Motivation and Potential Contributions of Study --- p.4
Chapter 1.7 --- Chapter Summary --- p.5
Chapter II. --- THEORETICAL FRAMEWORK
Chapter 2.1 --- Earnings Management --- p.6
Chapter 2.1.1 --- Definition --- p.6
Chapter 2.1.2 --- Overview --- p.6
Chapter 2.1.3 --- Motivations --- p.7
Chapter 2.1.4 --- Patterns of Earnings Management --- p.8
Chapter 2.2 --- Executive Succession --- p.9
Chapter 2.3 --- Accounting Change --- p.10
Chapter 2.3.1 --- Definition --- p.10
Chapter 2.3.2 --- Accounting Policies --- p.10
Chapter 2.3.3 --- Accounting Bases --- p.11
Chapter 2.3.4 --- Accounting Estimates --- p.11
Chapter 2.3.5 --- Disclosure Requirements --- p.11
Chapter 2.3.6 --- Discretionary Changes --- p.12
Chapter 2.4 --- Summary of Related Empirical Research --- p.12
Chapter 2.4.1 --- Copeland and Moore (1972) --- p.13
Chapter 2.4.2 --- Moore (1973) --- p.13
Chapter 2.4.3 --- Strong and Meyer (1987) --- p.14
Chapter 2.4.4 --- DeAngelo(1988) --- p.14
Chapter 2.4.5 --- Elliot and Shaw (1988) --- p.15
Chapter 2.4.6 --- Lilien et al (1988) --- p.15
Chapter 2.4.7 --- Chen and Lee (1990) --- p.16
Chapter 2.4.8 --- La Salle (1990) --- p.16
Chapter 2.4.9 --- Walsh et al (1991) --- p.16
Chapter 2.4.10 --- La Salle et al. (1993) --- p.17
Chapter 2.5 --- Chapter Summary --- p.17
Chapter III. --- RESEARCH HYPOTHESIS AND METHODOLOGY
Chapter 3.1 --- Development of Hypothesis --- p.18
Chapter 3.2 --- Sample --- p.20
Chapter 3.3 --- CEO Change and the Likelihood of Accounting Change --- p.21
Chapter 3.4 --- CEO Change and the Directional Effect on Earnings --- p.22
Chapter 3.5 --- Statistical Test and Employed --- p.22
Chapter 3.6 --- Chapter Summary --- p.22
Chapter IV. --- RESEARCH FINDINGS
Chapter 4.1 --- Officer Titles for CEOs --- p.23
Chapter 4.2 --- Accounting Changes --- p.24
Chapter 4.3 --- Income Effect on Accounting Changes --- p.24
Chapter 4.4 --- CEO Change and Accounting Change --- p.25
Chapter 4.5 --- CEO Change with Positive and Negative Accounting Changes --- p.27
Chapter 4.6 --- Chapter Summary --- p.28
Chapter V. --- SUMMARY AND CONCLUSION
Chapter 5.1 --- Summary of Key Findings --- p.29
Chapter 5.2 --- Implications and Discussion --- p.30
Chapter 5.3 --- Concluding Summary --- p.31
APPENDIX --- p.32
BIBIOGRAPHY --- p.35
49
Rutherford, Jessica Marie. "Two Essays in Corporate Finance". Thesis, 2010. http://hdl.handle.net/1969.1/ETD-TAMU-2010-12-8979.
Testo completoAbstract (sommario):
CEO succession decisions are an important part of boards of directors’ responsibilities to shareholders. I study two aspects of these decisions. First, I examine whether or not forced CEO departure decisions are based on information that the board of directors has, but external investors do not. I find that the proxy for private information in the forced CEO departure decision is positively related to abnormal returns at the forced CEO departure announcement. This is consistent with the hypotheses that prior to the departure announcement, investors underestimate the probability of forced CEO departure, and that private information revealed in forced CEO departure announcements has positive implications for firm value.
A second question related to boards of directors’ CEO succession decisions concerns their decisions to participate in the external market for CEO talent. I find evidence suggesting that board decisions to participate in the external market for CEO talent are influenced by the costs and benefits of doing so. Specifically, cross sectional analyses of a proxy for industry homogeneity shows that this variable is positively related to external labor market participation, more standardized search processes, and a higher likelihood that a newly appointed CEO will survive three years or more. These findings are generally consistent with prediction that when industries are more homogenous, external search costs are lower, and higher quality matches may be obtained. I also test hypotheses related to benefits of matching to individuals with industry specific skills versus general management skills. I find that for several alternative proxies for industry specific skill demand, there is a negative relation between demand for industry specific skills and the decision to hire externally outside the industry. This can be interpreted as support for hypotheses that cross sectional variation in benefits associated with industry specific skills leads to fewer CEO appointments outside the industry, while benefits of general management skills are associated with a higher likelihood of inter-industry CEO appointment.
50
Govender, Indrani. "Succession planning as a tool to minimise staff turnover rate : a case study of Nedbank Homeloans' KZN Operations". Thesis, 2010. http://hdl.handle.net/10413/5472.
Testo completoAbstract (sommario):
This study explores the reasons why succession planning is imperative in an organisation. The
study focuses on Nedbank Homeloans’ KZN Operations at the head office in central Durban and
includes the views of the office staff about the salient issues in regards to succession planning.
A comprehensive literature review provides a background to the study. A number of reasons for
the need for succession planning have been provided by various writers, and these constitute the
point of departure for the study. The broad themes that impact on the success of succession
planning are identified as being the need to retain talent, to develop skills, and to enhance the
benefits that can be derived from implementing succession planning in an organisation.
In relation to these themes, the main objectives of the study were the following: to determine
what benefits the organisation may achieve from implementing a succession plan; the significant
impacts of not having a strategic succession plan; what an organisation can do to retain talented
and competent employees; the role an organisation can play in sustaining skilled and talented
people; and if the implementation of succession planning can support the career paths of
employees not just up a specialised ladder but across a continuum of professional competence.
The fieldwork was exploratory in nature, with a questionnaire being administered to seventyseven
home-loan staff across the different levels of function. The Statistical Package for Social
Sciences (SPSS) was used to analyse the data. Various statistical techniques such as Cronbach’s
Alpha were applied to test reliability.An in-depth analysis of the results of the questionnaire was performed. The results of the study were evaluated and various recommendations are made. An implementation plan is provided to aid in the implementation process.Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.