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Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | Managerial Practices of New CEOs Navigating The Post-Succession Period |
| 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 | 29th European Group for Organizational Studies (EGOS) Colloquium |
| Event Type | conference |
| Event Location | Montreal |
| Event Start Date | July 4 - 2013 |
| Event End Date | July 6 - 2013 |
| Abstract Text | Taking charge of organizations is a major challenge to new chief executive officers (CEOs). In this paper, we focus on how new newly appointed CEOs manage this challenge and establish their influence in their organizations. Drawing on the longitudinal case studies of eight new CEOs, we identify various managerial practices and processes during 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, initiating strategic changes, and shifting management style and attention. We also found that the CEO’s accountability for performance and expectation of strategic change perceived by organizational members characterize the post-succession period a unique context for managerial work and create a space for new CEOs’ actions in their first year in office. The implications of our findings are discussed. |
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