CEO succession: When does the firm’s new leader generate more strategic change?

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dc.contributor.advisorOever, K van den
dc.contributor.authorBeek, Renee van
dc.date.issued2019-07-09
dc.description.abstractIntrigued by solving the puzzle in which situations a CEO succession results in a higher level of strategic change. I proposed that a forced CEO turnover and the level of dissimilarity in demographic characteristics between the prior and the new CEO could potentially explain why one CEO succession results in more strategic change, while the other CEO successions do not. Based on a panel data analysis of the firms ranked on the Standard & Poor's 500 Index, this study confirms the expectation that dissimilarity in specific demographic characteristics can explain why some CEO successions result in a higher level of strategic change. However, I did not find a significant influence of a forced CEO turnover on the level of strategic change. Furthermore, a more sophisticated way to measure a CEO succession implied that prior research might have overestimated the effect of CEO succession on strategic change. I discuss the implications of my findings for research regarding the upper echelons theory, CEO succession and strategic change.en_US
dc.identifier.urihttps://theses.ubn.ru.nl/handle/123456789/8952
dc.language.isoenen_US
dc.thesis.facultyFaculteit der Managementwetenschappenen_US
dc.thesis.specialisationStrategic Managementen_US
dc.thesis.studyprogrammeMaster Business Administrationen_US
dc.thesis.typeMasteren_US
dc.titleCEO succession: When does the firm’s new leader generate more strategic change?en_US
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