Changing of the guard: the influence of CEO socialization on strategic change

Article Abstract:

This paper utilizes socialization theory to describe why some chief executive successions lead to a change in a firm's strategic direction and others do not. We argue that socialization theory permits the identification of a constellation of individual and situational characteristics that can drive or restrain strategic change following succession. Specifically, we develop a framework of how differences in chief executives' prior work experience, educational background, personal characteristics, and differences in the role's requirements and socialization agents' characteristics, can all serve as forces driving or restraining the likelihood of strategic change. This perspective goes beyond the distinction between a successors's origin as an organizational insider or outsider used in previous research to explain the strategic implication of chief executive succession. It provides a description of an underlying process - socialization - that constitutes a theoretical rationale for the link between executive successions and strategic outcomes. (Reprinted by permission of the publisher.)

Appointments, resignations and dismissals, Chief executive officers, Strategic planning (Business), Professional socialization

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Understanding configuration and transformation through a multiple rationalities approach

Article Abstract:

Why are some transformational change attempts implemented while others are rejected? This study suggests that patterns of underlying multiple rationalities commitments help to explain. Data from four periods of configuration and 11 transformational change attempts spanning a 40-year organizational history are analysed using a multiple rationalities framework. The findings suggest that transformational change attempts are ubiquitous, that transformational changes are more likely to be implemented if supported primarily by value-based rationality, and that organizational members' support for an incumbent configuration increases over time. The conclusion calls for a reconceptualization of configuration, and the inclusion of rejected change attempts in future studies of change and stability. (Reprinted by permission of the publisher.)

Reasoning

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Relationship between organizational change and failure in the wine industry: an event history analysis

Article Abstract:

Whether organizational change is adaptive or disruptive has been an issue among organization researchers. This paper examines the effect of organizational change on organizational failure and compares the result to previous findings. To increase comparability, we replicated Delacroix and Swaminathan's (1991) format of the California wine industry study using Missouri wine industry data. Event history analysis is used to cover time-varying variables and censoring problems. Following an organizational ecology perspective, our result supports the finding that organizational change is not related to organizational failure. (Reprinted by permission of the publisher.)

Wines, brandy, and brandy spirits, Wineries, Wine, Research, Usage, Wine industry, Event history analysis

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