THE USE OF AN INTERIM CEO DURING SUCCESSION EPISODES AND FIRM PERFORMANCE

被引：134

作者：

Ballinger, Gary A. ^{[1
]}

Marcel, Jeremy J. ^{[1
]}

机构：

[1] Univ Virginia, McIntire Sch Commerce, Charlottesville, VA 22904 USA

来源：

STRATEGIC MANAGEMENT JOURNAL | 2010年 / 31卷 / 03期

关键词：

executive succession; succession planning; interim management; corporate governance; boards of directors; CEOs; TOP MANAGEMENT; ADMINISTRATIVE SUCCESSION; LEADER SUCCESSION; DYNAMICS; CONSEQUENCES; OWNERSHIP; DISMISSAL; STRATEGY; POWER; DIVERSIFICATION;

D O I：

10.1002/smj.808

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Our study investigates an unexplored succession process-interim CEO successions. We define an interim CEO succession as a case where the title of chief executive officer is vacated by the incumbent and the board of directors has not announced a permanent successor, but instead designates a particular individual as 'interim CEO,' or 'acting CEO,' or 'CEO until a permanent successor is named.' Theory predicts that interim CEO successions will lead to the type of disruption that can hat-in firm performance, even after a permanent successor is appointed. Our data show that interim CEO succession processes are widely employed by publicly-traded U.S. firms, and that the ' v art associated with lower performance during the period in which the interim serves. However, whether the interim CEO also simultaneously serves as chairman moderates the impact of this type of succession on firm performance, as well as on long-term firm survival. Copyright (C) 2009 John Wiley & Sons, Ltd.

引用

页码：262 / 283

页数：22

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