CEO Perceptions and Corporate Turnaround

被引：24

作者：

Clapham, Stephen ^{[1
]}

Schwenk, Charles ^{[2
]}

Caldwell, Cam ^{[3
]}

机构：

[1] Deakin Univ, Dept Management & Int Business, Geelong, Vic 3217, Australia

[2] Indiana Grad Sch Business, Management, Bloomington, IN USA

[3] Long Isl Univ, Coll Management, Brookville, NY USA

来源：

JOURNAL OF CHANGE MANAGEMENT | 2005年 / 5卷 / 04期

关键词：

Identifiers: turnaround; organizational change; strategic change; social identity;

D O I：

10.1080/14697010500359276

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

CEO decision-making is profoundly impacted by perceptions about organizational identity. In this paper we report on the results of a study of communication patterns in letters to shareholders of a sample of firms that achieved successful turnaround. The results indicate that replacement of the CEO is a common but not essential element of successful turnaround. Results show distinctly different patterns of attribution and communication in turnaround firms that replace the CEO versus those that do not. From these results we identify patterns of communication that seem related to successful turnaround. Implications for over-identification with a firm and management reasoning are discussed.

引用

页码：407 / 428

页数：22

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