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Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | Leader Integration and Strategic Change in The CEO Post-Succession Period: Review and Directions |
| Organization Unit | |
| Authors |
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| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published electronically before print/final form (Epub ahead of print) |
| Language |
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| Event Title | Academy of Management Annual Conference Meeting 2012 |
| Event Type | conference |
| Event Location | Boston, USA |
| Event Start Date | August 3 - 2012 |
| Event End Date | August 7 - 2012 |
| Abstract Text | Based on an extensive review of the existing literature, this paper provides a systematic overview and evaluation of our knowledge regarding the particular processes that characterize the period when a new CEO takes over (the CEO post-succession period). Normally beginning when the new CEO takes office, this period is critical because it is associated with a high rate of organizational failure and CEO dismissal. Despite its decisiveness, our knowledge about this phenomenon is rather scattered and fragmented. Our review suggests that new CEOs typically need to manage two processes: (1) a leader integration process and (2) a strategic change process. Existing studies have already generated some insights into these two processes but we lack an appropriate understanding of the particular interplay between the processes. By tracing an agenda for future research, we call for further investigations into the particular challenges and dynamics characterizing this period. |
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