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Executive succession and strategic change in Japan.
- Source :
- Strategic Management Journal (John Wiley & Sons, Inc.); Feb2015, Vol. 36 Issue 2, p298-306, 9p, 2 Charts
- Publication Year :
- 2015
-
Abstract
- Scholars studying upper echelons have found that executive succession can serve as an important adaptation mechanism. The bulk of these findings, however, derive from market-based governance settings, which raises an issue of contextual robustness. This study examines this issue by investigating the link between executive succession and strategic change in Japan, a context noted for relatively weak market-based corporate governance and lack of board independence. We find a greater likelihood of strategic change after non-routine executive succession, with the extent of change unaffected by firm performance. Routine succession in the case of a powerful prior president leads to less post-succession strategic change. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]
Details
- Language :
- English
- ISSN :
- 01432095
- Volume :
- 36
- Issue :
- 2
- Database :
- Complementary Index
- Journal :
- Strategic Management Journal (John Wiley & Sons, Inc.)
- Publication Type :
- Academic Journal
- Accession number :
- 100353040
- Full Text :
- https://doi.org/10.1002/smj.2255