Not logged in.
Quick Search - Contribution
Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | The practices and processes of new CEOs managing the post-succession period |
| Organization Unit | |
| Authors |
|
| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
|
| Event Title | 2014 Annual Meeting of the Academy of Management |
| Event Type | conference |
| Event Location | Philadelphia |
| Event Start Date | August 1 - 2014 |
| Event End Date | August 5 - 2014 |
| Abstract Text | Taking charge is a major challenge that newly appointed chief executive officers (CEOs) has to face. In this paper, we focus on how new CEOs manage this challenge and establish influence in their organizations. Drawing on a longitudinal qualitative study of eight new CEOs, we identify important processes of managing the post-succession period. Our findings show that in order to navigate through the dynamic post-succession period, CEOs use various practices in gaining initial acceptance, establishing an inner circle, managing board-relation, adjusting top management team and initiating strategic changes. We also found that the CEO’s low accountability for performance and the high expectation of strategic change in the first year create a space for new CEOs’ agency. Our findings suggest that the post-succession period can be better understood as two processes of leader integration and strategic change, which interact and co-evolve over time. Theoretical and practical implications of our findings are discussed. |
| Export |
BibTeX
|