Succession systems in large corporations: characteristics and correlates of performance
Article Abstract:
The process causing succession events and the management techniques affecting the process are examined in 235 Fortune Industrial and Service 500 firms. Succession systems in large corporations are examined in terms of formalization, control systems, resource allocation, information systems, political criteria, technical criteria, and staff role. The relationship between the elements of each of these systems and two sets of outcomes, reputation and financial performance, are tested. Results indicate that high versus low performing firms are different with respect to their succession systems. Implications for managing succession systems are drawn.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1986
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Matching managers to strategies: point and counterpoint
Article Abstract:
Recent empirical research has yielded positive results for the practice of matching general managers with the strategies of the business units they will oversee. Nonetheless, there are also arguments for why it may not always be feasible, desirable, or necessary to match general managers to strategies. This paper presents a dialectical analysis of the theory, including a review of the relevant literature, logical reasoning, and case evidence. Furthermore, an attempt to synthesize the two perspectives may provide executives with a clearer view on how to select managers, and provide researchers with worthwhile avenues for further inquiry.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1986
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The dynamic organizational contexts of executive succession: considerations and challenges
Article Abstract:
To enable a better understanding of executive succession, the succession contexts related to organizational change and transformation within and between stages of the organizational life cycle are explored. The change contexts and processes that lead to major changes are discussed, along with the role that executives play in these contexts and processes. This attention to dynamic contexts then suggests some implications for executive selection and development.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1986
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