CEO succession planning: An emerging challenge for boards of directors

Biggs, Errol L.

doi:10.5465/ame.2004.12689538

Cited by 22 publications

(22 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In the subsequent CEO change phase, boards evaluate a shortlist of candidates and select and hire the final CEO (Johnson et al, 1996). In the post-succession phase, boards monitor CEO actions and performance-and ideally start preparing for future successors (Biggs, 2004;Zhang, 2008 (Graffin, Boivie, & Carpenter, 2011;Haleblian & Rajagopalan, 2006). Confronting the strengthened postsuccession monitoring from boards, CEO successors would make specific strategies to justify his/her leadership.…”

Section: Ceo Succession and Csrmentioning

confidence: 99%

Impression management against early dismissal? CEO succession and corporate social responsibility

Liu

2019

Corp Soc Responsibility Env

View full text Add to dashboard Cite

This study builds on insights from both upper echelons theory and agency perspective to examine the effect on corporate social responsibility (CSR) performance of CEO succession. Drawing on prior literature on impression management and analyzing the CEO selection process, we argue that CEO successors are motivated to improve CSR performance as a tactic of impression management in the CEO succession context in the hope of securing their leadership against the early dismissal. Additionally, we explore the moderating effect of CEO characteristics, specifically age and origin, on the relationship between CEO succession and CSR. Based on a sample of 3360 firm‐year data in 736 Chinese listed companies from the period of 2008–2016, we find that CEO succession has a positive effect on post‐succession CSR and CEO age enhances the effect while CEO outside origin weakens this effect.

show abstract

Section: Ceo Succession and Csrmentioning

confidence: 99%

Impression management against early dismissal? CEO succession and corporate social responsibility

Liu

2019

Corp Soc Responsibility Env

View full text Add to dashboard Cite

show abstract

“…The compulsory inclusion of independent directors and the formation of auditing committees has been applied in many countries. In the tough post-Enron environment, as Biggs (2004) points out, serving on a board of directors is much more difficult than before. Daily et al (2003) have discussed the main limitations in the existing studies on corporate governance.…”

mentioning

confidence: 99%

Institutionalizing Codes of Governance

2006

View full text Add to dashboard Cite

“…The topic of executive succession holds an important place in corporate governance and management literature in general. Researchers have mainly focused their investigations on the insider versus outsider CEO succession (e.g., Boeker & Goldstein, 1993;Cannella & Lubatkin, 1993;Clutterbuck, 1998;Zhang & Rajagopalan, 2010), the effects of succession on corporate performance (e.g., Carroll, 1984;Zajac, 1990;Shen & Cannella, 2002;Lee, Phan, & Yoshikawa, 2008), post succession senior executive turnover (e.g., Friedman & Saul, 1991;Shen & Cannella, 2002), and pitfalls in CEO searches (e.g., Khurana, 2001;Biggs, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…An important scholarly question with significant practical relevance in the current turbulent corporate environment is how boards design, plan, and manage CEO succession. Ensuring the continuity of organisational functioning and enabling a smooth CEO transition are the two key tasks for the board of directors (Khurana, 2001; Biggs, 2004). Although the selection of a CEO, in normal circumstances, is an infrequent and unique event (Stiles & Taylor, 2001), the process of CEO selection requires long-term preparation and engagement of the whole board, particularly the chair and outgoing CEO.…”

Section: Introductionmentioning

confidence: 99%

Board leadership and governance for clear-sighted CEO succession at Air New Zealand

Cikaliuk

Eraković

Jackson

et al. 2018

Journal of Management & Organization

View full text Add to dashboard Cite

In this case study we address the issue of CEO succession drawing directly on the experience of the board of directors of Air New Zealand. Despite extensive literature on CEO-board relations, there has been a scarce number of studies on managing the processes of CEO succession and appointment from the board perspective. Drawing on documentary sources as well as in-depth interviews with all board members and CEOs appointed in the period 2002–2013, we shed light on this important governance process primarily for teaching purposes. We emphasise the board’s role in the context of the transformation of the airline into an award-winning, financially performing company in a highly competitive and mature industry. The case study examines how the board developed, implemented, and managed a succession process for three CEOs that was sound in design and achieved its desired benefits. By focusing on board leadership and board processes our case study provides evidence that independent boards can shape a specific combination of governance practices which contribute to successful CEO transitions.

show abstract

CEO succession planning: An emerging challenge for boards of directors

Cited by 22 publications

References 1 publication

Impression management against early dismissal? CEO succession and corporate social responsibility

Impression management against early dismissal? CEO succession and corporate social responsibility

Institutionalizing Codes of Governance

Board leadership and governance for clear-sighted CEO succession at Air New Zealand

Contact Info

Product

Resources

About