CEO Successor Choice, its Antecedents and Influence on Subsequent Firm Performance

William H. Bommer · Alan E. Ellstrand

30 citations0/0 files storedGroup & Organization Management

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Abstract

Prior CEO succession research has been inconclusive, and studies suffer from threats to external validity from sampling limitations. This study uses 219 succession events over a 2-year period to investigate the antecedents and consequences of CEO successor type. Our findings suggest that institutional ownership interacts with firm performance to influence successor choice. Firm performance subsequent to the succession is not influenced by the successor's origin.

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1983Separation of Ownership and Control 2011External Control of Organizations: Resource Dependence Perspective 1977The Population Ecology of Organizations 1981Power in organizations 1964A Behavioral Theory of the Firm 1979The External Control of Organizations: A Resource Dependence Perspective.1990Pawns or Potentates: the reality of America's corporate boards 1985Executive compensation, management turnover, and firm performance

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2008A conceptual model for leadership transition 2009Sudden CEO vacancy and the long‐run economic consequences

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