Executive succession, strategic reorientation and performance growth: a longitudinal study in the U.S. cement industry
Article Abstract:
The impact of CEO succession, turnover in senior management teams and strategic reorientation on subsequent organizational performance is examined. It is proposed that CEO or executive team change promotes gradual organizational change, while discontinuous organizational change results from strategic reorientation or the combination of CEO succession and executive team change. The hypothesis that these different intervention models are appropriate in various context is tested using data on the US cement industry from 1918 to 1986. Findings indicate that CEO succession affects organizational performance differently than executive team change and that the effects of such a change and of strategic reorientations depend on organization context.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1996
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Central problems in the management of innovation
Article Abstract:
Innovation centers on the formulation and implementation of new concepts by those involved in transactions with others involved in the institutional order. The definition stems from four main elements: people, transactions, new ideas, and institutional content. Comprehension of these elements depends on an analysis of four main problems that are faced by general managers: the process problem for introducing ideas into quality currency; the operation of part-whole relationships; basic problems with institutional leadership, and the human conflict inherent in managing attention.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1986
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