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Journal articles on the topic 'Executive succession in fiction'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2025

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1

Kakabadse, Andrew, and Nada Kakabadse. "Dynamics of executive succession." Corporate Governance: The international journal of business in society 1, no. 3 (2001): 9–14. http://dx.doi.org/10.1108/14720700110397747.

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2

Al Suwaidi, Muna, Fauzia Jabeen, Agata Stachowicz-Stanusch, and Matthew Webb. "Determinants Linked to Executive Succession Planning in Public Sector Organizations." Vision: The Journal of Business Perspective 24, no. 3 (2020): 284–99. http://dx.doi.org/10.1177/0972262920932405.

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Succession planning is important for organizational growth and business sustainability in the public sector. However, few organizations have attempted to introduce the concept and practice. This article aimed to identify and prioritize the factors that influence executive succession planning in the public sector in the United Arab Emirates (UAE), using the analytic hierarchy process. A model was developed with 5 criteria and 29 sub-criteria and tested using data collected from 40 interviews with top executives from various public sector organizations. The findings showed that succession planni

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3

Simsek, Zeki, Po-Hsuan Hsu, Ciaran Heavey, and Fred Bereskin. "Executive Succession and Organizational Innovation." Academy of Management Proceedings 2013, no. 1 (2013): 11459. http://dx.doi.org/10.5465/ambpp.2013.11459abstract.

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4

Schwartz, Kenneth B., and Krishnagopal Menon. "Executive Succession in Failing Firms." Academy of Management Journal 28, no. 3 (1985): 680–86. http://dx.doi.org/10.5465/256123.

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5

Ford, Eric W., Kevin B. Lowe, Geoffrey B. Silvera, Dmytro Babik, and Timothy R. Huerta. "Insider versus outsider executive succession." Health Care Management Review 43, no. 1 (2018): 61–68. http://dx.doi.org/10.1097/hmr.0000000000000112.

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6

Schwartz, K. B., and K. Menon. "EXECUTIVE SUCCESSION IN FAILING FIRMS." Academy of Management Journal 28, no. 3 (1985): 680–86. http://dx.doi.org/10.2307/256123.

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7

Maseke, Bernardus Franco, and Jeremia Lucas Muadinohamba. "Uncovering the Driving Forces behind Succession Planning in Namibian Commercial Public Enterprises: A Look at Executive Leadership." South Asian Journal of Social Studies and Economics 21, no. 3 (2024): 106–20. http://dx.doi.org/10.9734/sajsse/2024/v21i3788.

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A robust succession plan for executive leadership is vital for organizational growth. This study examines challenges faced by Namibian human resource managers in maintaining effective executive leadership within Commercial Public Enterprises (CPEs). Employing a constructivist approach, it explores managers' perspectives on succession planning as a crucial tool for learning and development among Namibia's CPE managerial cadre. Using a convergent mixed-methods design, the study combines qualitative and quantitative data collection and analysis. Simple random sampling determines the quantitative

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8

Manzoor, Humera, Nancy Johnson, and Mehboob ur Rashid. "Emotions during executive succession in a public board." Journal of Organizational Change Management 31, no. 3 (2018): 766–76. http://dx.doi.org/10.1108/jocm-09-2016-0174.

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Purpose The purpose of this paper is to address a significant gap in the literature as it explores challenging emotions in the context of forced executive succession in a public sector board by re(conceptualizing) executive succession as a change process. Design/methodology/approach This study is empirical in nature and uses a combination of an ethnographic case study and narratives to understand emotions in the context. Findings The authors show that the emotional complexities emerged when executive succession was enforced from outside due to multiple interpretations of the emergent situation

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9

Belcher, Alice. "The unitary board: Fact or fiction?" Corporate Ownership and Control 1, no. 1 (2003): 139–48. http://dx.doi.org/10.22495/cocv1i1p4.

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A recent consultation process in the UK produced strong support for the concept of the unitary board. Many respondents in this process connected the concept of the unitary board with the principle that all directors should have the same legal responsibilities or duties. This article explores the legal responsibilities of UK executive and non-executive directors and in doing so exposes the gap between the concept of the unitary board and the messy reality of the courts’ treatments of specific non-executive scenarios. It also identifies a change in the language used to describe UK boards. Previo

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10

Elias, Rida, and Bassam Farah. "Accelerated engaged tacit knowledge acquisition during executive succession." Management Research Review 43, no. 5 (2019): 573–94. http://dx.doi.org/10.1108/mrr-10-2018-0402.

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Purpose The purpose of this paper is to provide a model that can explain how organizations may retain their executives’ tacit knowledge in the organization especially during the succession period. The proposed model takes into consideration three critical contexts that may assist in improving the knowledge flow during the transition period, namely, motivation context, transition context and ability context. Design/methodology/approach This paper presents a conceptual framework that emphasizes the importance of the will and skill of two parties involved in succession, i.e. the predecessor and s

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11

Boyne, George A., Oliver James, Peter John, and Nicolai Petrovsky. "Executive Succession in English Local Government." Public Money & Management 28, no. 5 (2008): 267–74. http://dx.doi.org/10.1111/j.1467-9302.2008.00655.x.

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12

Kesner, Idalene F., and Terrence C. Sebora. "Executive Succession: Past, Present & Future." Journal of Management 20, no. 2 (1994): 327–72. http://dx.doi.org/10.1177/014920639402000204.

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13

Kesner, I. "Executive succession: Past, present & future." Journal of Management 20, no. 2 (1994): 327–72. http://dx.doi.org/10.1016/0149-2063(94)90019-1.

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14

Spitzer, Quinn, and Ron Evans. "How to succeed at executive succession." Leader to Leader 1998, no. 10 (1998): 47–53. http://dx.doi.org/10.1002/ltl.40619981012.

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15

Santora, Joseph C. "A response to global nonprofits’ succession failure." Human Resource Management International Digest 27, no. 1 (2019): 7–10. http://dx.doi.org/10.1108/hrmid-09-2018-0181.

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Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to pre

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16

Santora, Joseph C., Gil Bozer, and Mari Kooskora. "Views of Estonian nonprofit executives on succession: lessons from the field." Development and Learning in Organizations: An International Journal 33, no. 3 (2019): 5–8. http://dx.doi.org/10.1108/dlo-08-2018-0098.

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Purpose The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations. Design/methodology/approach This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives. Findings Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unex

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17

Sonnenfeld, Jeffrey A., and Padraic L. Spence. "The Parting Patriarch of a Family Firm." Family Business Review 2, no. 4 (1989): 355–75. http://dx.doi.org/10.1111/j.1741-6248.1989.tb00004.x.

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Chief executive succession presents special challenges for family businesses. This article proposes a typology of retirement styles and recommends strategies for planning and managing the succession process.

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18

Murphy, Steven A. "Executive Development and Succession Planning: Qualitative Evidence." International Journal of Police Science & Management 8, no. 4 (2006): 253–65. http://dx.doi.org/10.1350/ijps.2006.8.4.253.

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19

McKee, Gregory, Albert Kagan, and Abhijit Ghosh. "Small asset credit union executive succession concerns." Journal of Co-operative Organization and Management 7, no. 1 (2019): 26–33. http://dx.doi.org/10.1016/j.jcom.2019.03.001.

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20

Tushman, Michael L., Beverly Virany, and Elaine Romanelli. "Executive succession, strategic reorientations, and organization evolution." Technology in Society 7, no. 2-3 (1985): 297–313. http://dx.doi.org/10.1016/0160-791x(85)90031-4.

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21

Nakauchi, Motohiro, and Margarethe F. Wiersema. "Executive succession and strategic change in Japan." Strategic Management Journal 36, no. 2 (2014): 298–306. http://dx.doi.org/10.1002/smj.2255.

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22

Datta, Deepak K., and James P. Guthrie. "Executive succession: Organizational antecedents of ceo characteristics." Strategic Management Journal 15, no. 7 (1994): 569–77. http://dx.doi.org/10.1002/smj.4250150706.

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23

Hasanah, Nur. "CRITICAL ANALYSIS OF CHIEF EXECUTIVE OFFICER SUCCESSION LITERATURE AND FUTURE RESEARCH AGENDA." JOURNAL OF BUSINESS STUDIES AND MANGEMENT REVIEW 8, no. 1 (2024): 71–76. https://doi.org/10.22437/jbsmr.v8i1.39495.

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Abstract This paper has two objectives. Firstly, it aims to examine prior research on CEO succession in order to establish a comprehensive framework, building upon the contributions of Berns & Klarner (2017) to the present. Secondly, it proposes a future research agenda concerning the board’s role in CEO succession procedures. Articles in ten leading journals listed in EBSCO, ScienceDirect, and Scopus databases were selected. Conceptual and relational analyses were taken to achieve the objectives of this paper. At last, this paper produces a comprehensive framework of CEO succession resear

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24

Wightman, Breck. "Outsiders in Executive Succession: Institutional, Industrial, or Sectoral?" Academy of Management Proceedings 2021, no. 1 (2021): 15932. http://dx.doi.org/10.5465/ambpp.2021.15932abstract.

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25

Reinganum, Marc R. "The Effect of Executive Succession on Stockholder Wealth." Administrative Science Quarterly 30, no. 1 (1985): 46. http://dx.doi.org/10.2307/2392811.

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26

Wiersema, Margarethe F. "STRATEGIC CONSEQUENCES OF EXECUTIVE SUCCESSION WITHIN DIVERSIFIED FIRMS." Journal of Management Studies 29, no. 1 (1992): 73–94. http://dx.doi.org/10.1111/j.1467-6486.1992.tb00653.x.

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27

Boyne, George, and Jay Dahya. "Executive Succession and the Performance of Public Organizations." Public Administration 80, no. 1 (2002): 179–200. http://dx.doi.org/10.1111/1467-9299.00299.

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28

Wiersema, Margarethe F. "Executive succession as an antecedent to corporate restructuring." Human Resource Management 34, no. 1 (1995): 185–202. http://dx.doi.org/10.1002/hrm.3930340111.

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29

Pandey, Abhishek K. "Succession Planning and Executive Compensation Strategies: Case Study on Multi-business Corporate Firms in India." ADHYAYAN: A JOURNAL OF MANAGEMENT SCIENCES 13, no. 02 (2024): 1–5. http://dx.doi.org/10.21567/adhyayan.v13i2.01.

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In the age of Post COVID Resilience and Digitization, strategic issues in leadership research have gained prominence. Succession planning is one of such topics of strategic Human Resource Management (SHRM) which is considered by corporate boards as a major concern as it provides a way for business continuity. It is quite an important aspect for most of the start-up enterprises of modern times as they have to ensure its business continuity through the availability of strong leadership bench strength. Having a good successor on key management positions will ensure a family legacy for upcoming ge

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30

Chen, Zhihong, Yuan Huang, and K. C. John Wei. "Executive Pay Disparity and the Cost of Equity Capital." Journal of Financial and Quantitative Analysis 48, no. 3 (2013): 849–85. http://dx.doi.org/10.1017/s0022109013000306.

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AbstractExecutive pay disparity, as measured by chief executive officer (CEO) pay slice (CPS), is positively associated with the implied cost of equity, even after controlling for other determinants of the cost of equity. The difference in the cost of equity can explain 43% of the difference in the valuation effect attributable to CPS reported by Bebchuk, Cremers, and Peyer (2011). Further analysis shows that the positive association is stronger when agency problems of free cash flow are more severe and when CEO succession planning is more important. Our evidence suggests that a large CPS is a

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31

Walther, Axel, Andrea Calabrò, and Michèle Morner. "Got a plan in the pipeline? Nominating committee’s information processing in executive successions." Management Decision 55, no. 10 (2017): 2200–2217. http://dx.doi.org/10.1108/md-07-2016-0479.

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Purpose The purpose of this paper is to examine how information-processing mechanisms between nominating committees (NCs), incumbent executives, board chairs, and shareholders affect the comprehensiveness of executive succession processes. Design/methodology/approach The authors employ an explanatory multiple-case study that comprises eight CEO and CFO succession cases in large German publicly traded firms. Findings The findings reveal that comprehensiveness is determined by four key information-processing mechanisms: the effectiveness of NC’s information sharing, absorbing disagreement, and i

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32

Petit, Marc. "Assurances vie : les nouvelles mesures wallonnes s’alignent globalement sur le régime de l’impôt de succession flamand." Forum de l’assurance N° 224, no. 5 (2022): 88–98. http://dx.doi.org/10.3917/foas.224.0088.

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En vigueur depuis le 1 er janvier 2022, mais publié au Moniteur belge du 12 janvier dernier, le décret wallon « pour un impôt plus juste » 2 modifie notamment la fiction de legs visée à l’article 8 du Code des droits de succession en alourdissant la fiscalité des contrats d’assurance vie au nom de la justice fiscale et en s’alignant globalement sur le régime de l’impôt de succession flamand.

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33

Virany, Beverly, and Michael L. Tushman. "Executive Succession: The Changing Characteristics of Top Management Teams." Academy of Management Proceedings 1986, no. 1 (1986): 155–59. http://dx.doi.org/10.5465/ambpp.1986.4980459.

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34

Tebbe, Don, Amanda J. Stewart, Mary Bear Hughes, and Tom Adams. "Executive Succession: Closing the Gap Between Ideals and Practice." Journal of Nonprofit Education and Leadership 7, no. 4 (2017): 338–45. http://dx.doi.org/10.18666/jnel-2017-v7-i4-8640.

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35

MCKEE, Gregory, and Karen FROELICH. "EXECUTIVE SUCCESSION PLANNING: BARRIERS AND SUBSTITUTES IN NONPROFIT ORGANIZATIONS." Annals of Public and Cooperative Economics 87, no. 4 (2016): 587–601. http://dx.doi.org/10.1111/apce.12129.

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36

Chiu, Shih-Chi, and Mark Sharfman. "Corporate Social Irresponsibility and Executive Succession: An Empirical Examination." Journal of Business Ethics 149, no. 3 (2016): 707–23. http://dx.doi.org/10.1007/s10551-016-3089-7.

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37

Perrenoud, Anthony J., and Kenneth T. Sullivan. "Analysis of Executive Succession Planning in 12 Construction Companies." International Journal of Construction Education and Research 13, no. 1 (2016): 64–80. http://dx.doi.org/10.1080/15578771.2016.1143892.

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38

Weiner, Nan. "Executive Succession. An Examination of the Resource Dependence Model." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 1, no. 2 (2009): 321–37. http://dx.doi.org/10.1111/j.1936-4490.1984.tb00294.x.

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39

Hall, Douglas T. "Dilemmas in linking succession planning to individual executive learning." Human Resource Management 25, no. 2 (1986): 235–65. http://dx.doi.org/10.1002/hrm.3930250206.

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40

Cowherd, Douglas M. "On executive succession: A conversation with lester b. korn." Human Resource Management 25, no. 2 (1986): 335–47. http://dx.doi.org/10.1002/hrm.3930250210.

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41

Boateng Coffie, R., D. Odikro, and J. K. Turkson. "A Thematic Approach to Succession Planning, Leadership Continuity, and Organizational Growth: Spotlight on Chief Executive Officers in Ghanaian Industry." AFRICAN JOURNAL OF APPLIED RESEARCH 8, no. 2 (2022): 83–100. http://dx.doi.org/10.26437/ajar.31.10.2022.06.

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Purpose: This study examines how succession planning (SP) for Chief Executive Officers (CEO) of high-performing organizations in emerging markets ensures the steady success of business continuity through competitive advantage and organizational growth. It also takes a keen interest in the role of the board of directors in perpetuating succession planning practices and the key qualities expected of future CEOs which include value-added competencies, specialized knowledge, leadership capabilities, and performance-based success. Design/Methodology/Approach: This study adopts a qualitative a

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42

Friedman, Stewart D. "Succession Systems in the Public Sector: Lessons from the Oklahoma Department of Corrections." Public Personnel Management 19, no. 3 (1990): 291–304. http://dx.doi.org/10.1177/009102609001900306.

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The task of preparing and selecting the next generation of leadership is one all organizations face. This article describes the innovative and progressive practices that constitute the succession system of the Oklahoma Department of Corrections. A great deal of this organization's resources are devoted to the two central challenges in managing succession systems: capitalizing on the opportunities for learning inherent in succession events and promoting systematic executive development. The aims of this article are to stimulate discussion and debate about the Oklahoma model, suggest extensions

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43

STABOULIS, Miltiadis, and Antonios KOSTAS. "ENTREPRENEURSHIP AND FAMILY BUSINESS SUCCESSION IN GREECE." JOURNAL OF EUROPEAN ECONOMY, Vol 21, No 3 (2022) (September 1, 2022): 361–91. http://dx.doi.org/10.35774/jee2022.03.361.

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The aim of this article is to gather quantitative and qualitative data on the current state of family business succession and transfer in Greece, as well as to record the current demands and needs for business support during the succession process. The sample of enterprises participating in the research comprised of 130 companies from various business sectors, sizes, and locations in Greece, classified by their number of employees. The research work aims to depict the current situation by showcasing testimonials of entrepreneurs/business owners, representatives and executive members of enterpr

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44

Wójcik-Dudek, Małgorzata, and Magdalena Ochwat. "(Bio)grafie Górnego Śląska i Zagłębia Dąbrowskiego w literaturze non-fiction." Zaranie Śląskie Seria druga, no. 10 (December 30, 2024): 63–89. https://doi.org/10.63903/zaranieslaskie.10.4.

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Upper Silesia and the Dąbrowa Basin, once dominated by the landscape of chimneys and mining shafts, are currently undergoing a dynamic transformation, where nature is reclaiming areas previously subjected to industrial exploitation. The non-fiction literature analysed in this article reflects these changes, documenting the blurring of boundaries between the "green" and "black" Silesia. Upper Silesia emerges as a space resulting from extensive industrialization and the succession of nature, which annexes areas liberated from industrial exploitation. New ecosystems are forming, where the radical

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45

Chikerema, Arthur Fidelis, and Oguchukwu Nzewi. "Succession politics and state administration in Africa: the case of Zimbabwe." Journal of African Elections 19, no. 2 (2020): 146–67. http://dx.doi.org/10.20940/jae/2020/v19i2a8.

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The paper is a critical inquiry into the influence of succession politics on state administration in Africa, with particular reference to Zimbabwe, and unpacks the interactive boundaries and conceptual overlaps in this field. This study was based on 18 qualitative indepth interviews conducted with key informants using the purposive sampling technique, complemented by extensive document review. The findings of the study show that succession politics in Africa includes executive dominance, egocentrism and excessive appointive powers. These are compounded by the lack of an institutional framewor

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46

Óladóttir, Ásta Dís, Thora H. Christiansen, and Href Guðmundsdóttir. "Succession Planning to Address the Gender Gap in Executive Positions: Insights from Iceland." International Conference on Gender Research 8, no. 1 (2025): 305–12. https://doi.org/10.34190/icgr.8.1.3372.

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The World Bank Report on Women, Business, and the Law 2024 highlights that the global gender gap in the workplace remains a persistent challenge, with no country yet offering women equal opportunities in the labour market. Closing this gap could potentially boost global GDP by over 20% (The World Bank, 2024). Iceland, often regarded as a global leader in gender equality, has achieved notable progress, including a historic milestone in November 2024 when women secured the majority of government ministerial positions. However, a significant gender disparity persists within Iceland’s corporate le

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47

McGowan, Megan. "Royal succession in earlier medieval Ireland: the fiction of tanistry." Peritia 17-18 (January 2003): 357–81. http://dx.doi.org/10.1484/j.peri.3.540.

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48

Barati, Mahmod, Mahmod Ghorbani, and Abbas khorshidi. "Presenting a Succession Planning Model for Executive Managers of Bank Melli Iran in Khorasan Razavi Province Using a Grounded Theory Approach." Journal of Personal Development and Organizational Transformation 2, no. 4 (2024): 81–94. https://doi.org/10.61838/kman.jpdot.2.4.6.

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The aim of this study is to develop a succession planning model for executive managers of Bank Melli Iran in Khorasan Razavi Province. From a research objective standpoint, the study is applied in nature; in terms of data type, it is qualitative; and methodologically, it follows a systemic (paradigmatic) grounded theory design. The research population consists of human resources experts with doctoral degrees who possess authorship, publications, research background, and practical experience in this field. Using a theoretical purposive sampling method, 15 experts were selected for interviews. T

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49

Lin, Wen-Ting, and Yunshi Liu. "Successor characteristics, change in the degree of firm internationalization, and firm performance: The moderating role of environmental uncertainty." Journal of Management & Organization 18, no. 1 (2012): 16–35. http://dx.doi.org/10.1017/s1833367200001048.

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AbstractOur study examines the relationship among successor characteristics, post-succession firm change in the degree of internationalization, and firm performance. We use the upper echelon, organization change, and contingency perspectives to frame our conceptual arguments. Based on data from 187 succession observations for listed companies in Taiwan between 2000 and 2005, we find that firms will opt for higher levels of change in their degree of internationalization when they experience outside succession and that the negative impact of change in the degree of firm internationalization on s

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50

Lin, Wen-Ting, and Yunshi Liu. "Successor characteristics, change in the degree of firm internationalization, and firm performance: The moderating role of environmental uncertainty." Journal of Management & Organization 18, no. 1 (2012): 16–35. http://dx.doi.org/10.5172/jmo.2012.18.1.16.

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AbstractOur study examines the relationship among successor characteristics, post-succession firm change in the degree of internationalization, and firm performance. We use the upper echelon, organization change, and contingency perspectives to frame our conceptual arguments. Based on data from 187 succession observations for listed companies in Taiwan between 2000 and 2005, we find that firms will opt for higher levels of change in their degree of internationalization when they experience outside succession and that the negative impact of change in the degree of firm internationalization on s

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