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| Type | Studies and Reports Commissionned |
| Scope | Discipline-based scholarship |
| Title | The Co-Evolution of Leader Integration and Strategic Change Processes in The CEO Post-Succession Period |
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| Date | 2013 |
| Abstract Text | Following the appointment of a new CEO, the post-succession period is critical because it is associated with a high rate of organizational failure (Haveman, 1993) and CEO dismissal (Zhang, 2008). Although studies have shown that the appointment of new CEOs may lead to disruption and instability due to the development of new strategies, policies, norms and interpersonal relationships (Friedman & Saul, 1991; Grusky, 1960; Miller, 1993), the way how these changes and disruptions are actually managed while new CEOs navigating through the post-succession period is still not well understood (Denis, Langley, & Pineault, 2000; Gabarro, 1987; Greiner & Bhambri, 1989). This is because “most past research…has failed to examine what new leaders do” (Miller, 1993: 656), despite a large literature on CEO succession (for reviews see: Giambatista, Rowe, & Riaz, 2005; Kesner & Sebora, 1994). To fill this gap, this project intends to document what practices are adopted for managing the post-succession period, how different practices are patterned over time, and why certain practices and patterns appear under specific contexts. |
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