Leadership succession and organizational success: when do new chief executives make a difference?

Boyne, George Alexander, Petrovsky, Nicolai, James, O. and John, P. 2011. Leadership succession and organizational success: when do new chief executives make a difference? Public Money & Management 31 (5) , pp. 339-346. 10.1080/09540962.2011.598345

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Abstract

When do new chief executives in the public sector make a difference to organizational performance? Theory suggests that executive succession has both adaptive and disruptive effects on public organizations, and the balance between these is likely to depend on the performance of the organization in the period before a new top manager takes office. We test this proposition on several years of data on all 148 English principal local authorities. Our results suggest that chief executive succession makes a difference to performance, and that succession has a positive effect where prior performance is low, but a negative effect where it is high.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Routledge
ISSN:	0954-0962
Last Modified:	08 Jan 2020 04:00
URI:	https://orca.cardiff.ac.uk/id/eprint/39919

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