EXECUTIVE SUCCESSION AND STRATEGIC CHANGE IN JAPAN

被引：84

作者：

Nakauchi, Motohiro ^{[1
]}

Wiersema, Margarethe F. ^{[2
]}

机构：

[1] Toyo Univ, Fac Business Adm, Tokyo, Japan

[2] Univ Calif Irvine, Paul Merage Sch Business, Irvine, CA 92717 USA

来源：

STRATEGIC MANAGEMENT JOURNAL | 2015年 / 36卷 / 02期

关键词：

corporate governance; strategic change; executive succession; Japan; CORPORATE GOVERNANCE; FIRM PERFORMANCE; TOP-MANAGEMENT; INSTITUTIONAL INVESTORS; BOARD COMPOSITION; CEO SUCCESSION; TURNOVER; POWER; OWNERSHIP; DISMISSAL;

D O I：

10.1002/smj.2255

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

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 (c) 2014 John Wiley & Sons, Ltd.

引用

页码：298 / 306

页数：9

共 61 条

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