Successor Type and Organizational Change in the Corporate Enterprise

Helmich, Donald L.; Brown, Warren B.

doi:10.2307/2392150

Cited by 314 publications

(204 citation statements)

References 5 publications

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“…They also found that external successions improved firm performance but internal succession did not. Helmich and Brown's (1972) study concluded that larger firms use more external recruiting than smaller firms. On the other hand, Dalton and Kesner's (1983) study claimed the opposite, while Schwartz and Menon (1985) found no relation between the successor origin and firm size.…”

Section: International Small Business Journal 24(5)mentioning

confidence: 98%

Succession Planning in SMEs

Motwani

Levenburg

Schwarz

et al. 2006

International Small Business Journal: Researching Entrepreneurs

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This study reports the results from a survey of 368 family-owned small to medium size enterprises (SMEs) with regard to the importance, nature, and extent of succession planning. By categorizing SMEs according to their annual revenues, total number of employees, and number of family members employed within the firm, significant differences were found between larger and smaller firms. Consistent with extant literature, the findings reveal that most family members join the firm for altruistic reasons. Issues related to family relationships were rated as significantly more important in firms in which more family members were employed within the firm. Moreover, for firms with less than US$1m in revenues, a high priority is placed on selecting a successor who possesses strong sales and marketing skills. The findings show that regardless of their size, it is important for family-owned businesses to develop a formal plan for succession, communicate the identity of the successor, and provide training/mentoring to the incumbent CEO.

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Section: International Small Business Journal 24(5)mentioning

confidence: 98%

Succession Planning in SMEs

Motwani

Levenburg

Schwarz

et al. 2006

International Small Business Journal: Researching Entrepreneurs

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“…The motives of new executives relate to their aspirations for changes in the organization. Early evidence suggests that inside successors are associated with fewer organizational changes (Helmich and Brown 1972) and less strategic change (Wiersema 1992) than outside successors.…”

Section: Executive Succession In Public Organizationsmentioning

confidence: 99%

The Relation Between Executive Succession and Corporate Capacity

Villadsen¹

2014

JOPART

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This study examines the relation between executive succession and corporate capacity. Drawing on theory on executive succession, it is argued that corporate capacity is likely to increase following succession as new executives need early support to succeed in the job. The effect of succession is expected to decrease over time as the new executive settles in. These effects are expected to be most pronounced following outside successions. My expectations are tested in a longitudinal study of executive succession and corporate capacity in Danish municipalities 1993 -2000. The findings largely support the theory put forward and suggest that corporate capacity is unaffected by inside succession and increased following outside succession. The study's contributions to research on executive succession and corporate capacity in public organizations are discussed.2

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“…Consistent with this view, managerial succession has particularly severe effects when an outsider replaces a top executive, because it brings greater organizational and cultural change (Carlson, 1961;Helmich and Brown, 1972). This pattern is likely to be especially strong for the replacement of founders, who likely personify much of the organization's cultural blueprint, critical routines, and operating procedures, which may be lost if not institutionalized before the founder's departure (Carroll, 1984).…”

Section: T Hannan Et Almentioning

confidence: 91%