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Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | New CEOs and the Practices of Establishing a Strategic Apparatus |
| Organization Unit | |
| Authors |
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| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Event Title | Strategic Management Society Annual Conference |
| Event Type | conference |
| Event Location | Denver |
| Event Start Date | October 3 - 2015 |
| Event End Date | October 6 - 2015 |
| Abstract Text | A major challenge of newly appointed chief executive officers (CEOs) is to establish a network of immediate collaborators. These collaborators constitute the strategic apparatus of the CEO as they work closely on dealing with strategic issues and directing the organization. Drawing on a longitudinal qualitative study of eight firms, we identify how new CEOs establish their strategic apparatus and how it co-evolves with the top management team (TMT). Our findings show that strategic and succession needs drive how new CEOs change collaborators within and outside TMT and various constraints they face when doing so. We find that New CEOs’ initial apparatus is likely to be not identical with the TMT but partly overlaps with it. However, the two tend to converge over time due to some interpersonal and temporal dynamics. Theoretical and practical implications of our findings are discussed. |
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