CEO succession and stockholder reaction: the influence of organizational context and event context

Article Abstract:

In this article, we construe chief executive officer (CEO) succession events as instances of organizational change. Predictions of positive, negative, or inconsequential outcomes of succession events are contingent on two features of organizational context - presuccession organizational performance and organizational size - and three elements of the content of a succession event: the force initiating the change in CEO, the predecessor's disposition, and the origin of the new CEO. We found that poor presuccession performance was associated with board-initiation and predecessor departure. Stockholder reactions were positive when presuccession performance was poor and either boards or, to a lesser extent, CEOs initiated successions. Successions that occurred when performance had been good resulted in negative consequences, as did those caused by CEO disability. However, most successions studied were customary retirements associated with no significant stockholder reaction. (Reprinted by permission of the publisher.)

Stockholders, Chief executive officers

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International and intercultural management research: what's next?

Article Abstract:

The 1994 Special Research Forum on International and Intercultural Management Research represents an effort to create a better understanding of problems and opportunities in international and intercultural research. Our focus in this forum is to advance international and intercultural research through the presentation of outstanding work using sophisticated new methodologies and research styles to address questions of global business. In our introductory comments, we define international and intercultural research and present a conceptual framework for understanding trade-offs that arise in conducting international research. Next, we describe a number of new avenues for international and intercultural management research. Finally, we give an overviewof the articles included in this forum and integrate them into our general framework. (Reprinted by permission of the publisher.)

International relations, Cultural relations

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Intercultural training for managers: a comparison of documentary and interpersonal methods

Article Abstract:

Although much attention has been devoted to the issue of managerial training and development, little research has specifically focused on preparing managers for intercultural work. The present study examined documentary and interpersonal training methods of preparing managers to go overseas for their company. The effects of the two training techniques on managerial performance, perceived intensity of adjustment to a new culture, and international perspective were compared in an experiment with a two-factor, crossed-factorial design. The results demonstrate that documentary and interpersonal training methods have additive benefits in preparing managers for intercultural work assignments. (Reprinted by permission of the publisher.)

Usage, Human resource management, International business enterprises, Multinational corporations, Management training, Cross-cultural orientation, Cross cultural training

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