Year: 1998
Type: article
Abstract: The study proposes that organizations engaged in related acquisition may encourage CEO succession as a mechanism for integrating acquired organizations. Further, we suggest that the risk of CEO succession at the time of acquisition will vary based on the need for integrative action and the power of acquired organizations. Results show that CEO succession is more likely when the participating organizations have incompatible types of ownership and when acquired CEOs have longer tenure than their counterparts. Conversely, the probability of CEO succession is lower among larger acquired organizations. Performance of the acquired organization does not affect the relationship between related acquisition and CEO succession.
Source: British Journal of Management
Institutions: University of Illinois Chicago, University of Michigan
Language: English
Subfield: Accounting
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2126360752