The Causes and Consequences of CEO, COB, and Board Turnover

2008 ◽  
Author(s):  
Urs Waelchli
Keyword(s):  
Board Turnover

Take a Stand or Keep Your Seat: Board Turnover after Social Movement Boycotts

2020 ◽  
Vol 63 (4) ◽  
pp. 1028-1053 ◽  
Author(s):  
Mary-Hunter McDonnell ◽  
J. Adam Cobb
Keyword(s):  
Social Movement ◽  
Board Turnover

Do Boards Have Style? Evidence from Director Style Divergence and Board Turnover

2018 ◽  
Author(s):  
Robert C. Bird ◽  
Paul Borochin ◽  
John D. Knopf ◽  
Luchun Ma
Keyword(s):  
Board Turnover

scholarly journals Politically induced board turnover, ownership arrangements, and performance of SOEs

2018 ◽  
Vol 26 (3) ◽  
pp. 160-179 ◽  
Author(s):  
Tanja Kuzman ◽  
Oleksandr Talavera ◽  
Sotirios K. Bellos
Keyword(s):  
And Performance ◽  
Board Turnover

Are Disruptive CEO Successions Viewed as a Governance Lapse? Evidence From Board Turnover

2013 ◽  
Vol 43 (5) ◽  
pp. 1313-1334 ◽  
Author(s):  
Jeremy J. Marcel ◽  
Amanda P. Cowen ◽  
Gary A. Ballinger
Keyword(s):  
Succession Planning ◽  
Negative Events ◽  
Publicly Traded ◽  
Leadership Transitions ◽  
Situational Characteristics ◽  
Industry Environment ◽  
Organizational Consequences ◽  
Ceo Successions ◽  
Succession Processes ◽  
Board Turnover

A wealth of governance research has examined CEO successions and the negative organizational consequences that arise when boards are unable to effect smooth leadership transitions. Despite those findings, empirical and anecdotal evidence indicates that disruptive successions are still very common. In this article, we investigate whether disruptive CEO successions are viewed as a governance lapse by the board. We focus specifically on succession processes that involve the use of an interim leader. We leverage established research that shows that the pattern of board turnover observed in the wake of negative events is indicative of whether board behaviors are—in practice—viewed as normative violations. We theorize that audiences will disapprove of boards’ use of interim CEOs and, therefore, expect that these successions will prompt higher rates of board turnover than those observed following noninterim successions. However, we also anticipate that this relationship will be moderated by situational characteristics (e.g., surprise CEO departure, dynamic industry environment) that complicate succession planning and make audiences more accepting of a board’s decision to rely on an interim CEO. Our analysis of 438 successions at publicly traded U.S. firms provides support for these arguments. We discuss the implications of our findings for successions and corporate governance.

Board Turnover and Reorganisation Outcomes: Evidence from Voluntary Administration

2018 ◽  
Vol 30 (3) ◽  
pp. 212-224
Author(s):  
Larelle Chapple ◽  
James Routledge
Keyword(s):  
Board Turnover

Is board turnover driven by performance in family firms?

2019 ◽  
Vol 48 ◽  
pp. 169-186 ◽  
Author(s):  
Maximiliano González ◽  
Alexander Guzmán ◽  
Eduardo Pablo ◽  
María-Andrea Trujillo
Keyword(s):  
Family Firms ◽  
Board Turnover

Board turnover in Taiwan’s public firms: An empirical study

2013 ◽  
Vol 30 (4) ◽  
pp. 1059-1086 ◽  
Author(s):  
Yunshi Liu ◽  
Linda C. Wang ◽  
Li Zhao ◽  
David Ahlstrom
Keyword(s):  
Empirical Study ◽  
Public Firms ◽  
Board Turnover
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