Examining CEO succession and the role of heuristics in early‐stage CEO evaluation

Scott D. Graffin · Steven Boivie · Mason A. Carpenter

163 citations0/0 files storedStrategic Management Journal

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Corporate Finance and Governance Human Resource and Talent Management Family Business Performance and Succession

Abstract

Abstract This study develops and tests predictions regarding factors that influence early‐stage CEO evaluation. We suggest that contextual elements of the CEO succession process will influence the heuristics that directors employ to aid in their early evaluation of a CEO because traditional performance metrics, such as firm performance, are less diagnostic of CEO quality in the first years of their tenure. Broad empirical support for our theoretical arguments is shown in a sample of Fortune 1000 firms. Copyright © 2012 John Wiley & Sons, Ltd.

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References

1974Judgment under Uncertainty: Heuristics and Biases 1975Judgment under Uncertainty: Heuristics and Biases 1954A Theory of Social Comparison Processes 1983Separation of Ownership and Control 1989Agency Theory: An Assessment and Review 1977The Population Ecology of Organizations 1933The Modern Corporation and Private Property 1984Structural Inertia and Organizational Change

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2021Do Boards Take Environmental, Social, and Governance Issues Seriously? Evidence from Media Coverage and CEO Dismissals 2017A Review of the CEO Succession Literature and a Future Research Program 2015Toward a Configurational Perspective on the CEO 2014How Firms Respond to Financial Restatement: CEO Successors and External Reactions 2015Investor perceptions of CEO successor selection in the wake of integrity and competence failures: A policy capturing study 2014Human Capital and CEO Compensation during Institutional Transitions

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