GHOST OF MANAGERS PAST: MANAGERIAL SUCCESSION AND ORGANIZATIONAL MORTALITY.

1993 ◽  
Vol 36 (4) ◽  
pp. 864-881 ◽  
Author(s):  
H. A. Haveman
Keyword(s):  
Managerial Succession ◽  
Organizational Mortality

Organizational Size and Managerial Succession: A Re-Examination

1964 ◽  
Vol 70 (2) ◽  
pp. 215-222 ◽  
Author(s):  
Gerald Gordon ◽  
Selwyn Becker
Keyword(s):  
Organizational Size ◽  
Managerial Succession

scholarly journals To Be or Not to Be an Ethnic Firm: An Analysis of Identity Strategies in Immigrant-owned Organizations

2017 ◽  
Vol 20 (1) ◽  
pp. 18-33 ◽  
Author(s):  
Diya Das ◽  
Eileen Kwesiga ◽  
Shruti Sardesmukh ◽  
Norma Juma
Keyword(s):  
Social Identity Theory ◽  
Entrepreneurial Orientation ◽  
Home Country ◽  
Immigrant Entrepreneurship ◽  
Identity Strategies ◽  
Immigrant Entrepreneurs ◽  
Systematic Exploration ◽  
Organizational Mortality ◽  
Contextual Moderators ◽  
Specific Identity

Immigrant groups often pursue entrepreneurial endeavors in their new home country. Even though both immigrant entrepreneurship and organizational identity have received scholarly attention, there has been little systematic exploration of identity strategies pursued by immigrant-owned organizations. In this article, we develop a theoretical framework that draws on the concepts of liability of foreignness and social identity theory in the context of immigrant entrepreneurship. Our framework explores how immigrant entrepreneurs may negotiate identities for their firms through the development of specific identity strategies that confirm or underplay their national/ethnic identities in order to survive in their immediate environment. We develop a model that shows how these confirmations or underplaying strategies work both for firms that have an individualistic entrepreneurial orientation, as well as those with a collective/associative entrepreneurial orientation. We also suggest two contextual moderators to this relationship: (1) the image of the founder's country of origin, and (2) the presence of immigrant networks in the host country, which may alter the effectiveness of identity strategies in terms of organizational mortality outcomes.

Competency-based recruitment and managerial succession

2019 ◽  
Vol 37 (4) ◽  
pp. 411-423 ◽  
Author(s):  
Abdoullah Karimi ◽  
Hadi Teimouri ◽  
Arash Shahin ◽  
Ali Shaemi Barzoki
Keyword(s):  
Managerial Succession ◽  
Competency Based

scholarly journals Political Party Mortality in Established Party Systems: A Hierarchical Competing Risks Approach

2018 ◽  
Vol 52 (1) ◽  
pp. 36-68 ◽  
Author(s):  
Nicole Bolleyer ◽  
Patricia Correa ◽  
Gabriel Katz
Keyword(s):  
Competing Risks ◽  
Party Systems ◽  
Life Cycles ◽  
Set Covering ◽  
Data Set ◽  
Systemic Level ◽  
Country Characteristics ◽  
Organizational Mortality ◽  
The Impact ◽  
New Framework

Existing scholarship offers few answers to fundamental questions about the mortality of political parties in established party systems. Linking party research to the organization literature, we conceptualize two types of party death, dissolution and merger, reflecting distinct theoretical rationales. They underpin a new framework on party organizational mortality theorizing three sets of factors: those shaping mortality generally and those shaping dissolution or merger death exclusively. We test this framework on a new data set covering the complete life cycles of 184 parties that entered 21 consolidated party systems over the last five decades, resorting to multilevel competing risks models to estimate the impact of party and country characteristics on the hazards of both types of death. Our findings not only show that dissolution and merger death are driven by distinct factors, but also that they represent separate logics not intrinsically related at either the party or systemic level.

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