CEO SUCCESSION ORIGIN, TYPES AND ITS EFFECT ON PERFORMANCE IN MALAYSIA

The purpose of this study is to investigate the effect of CEO succession origin (Internal versus External), types (Voluntary and Force) on firms’ performance. The effect of CEO succession on firms’ performance is investigated using a sample size of 80 firms which consists of 40 firms that had been identified from the list in Bursa Malaysia to have experienced CEO succession and 40 firms that do not experience CEO succession in the year 2014. All financial data and variables are gathered from annual reports and the Emerging Market Information System (EMIS). The findings of this study indicate that CEO origin has no effect on performance. However, the study found a positive association between forced CEO successions on performance. Our finding suggests forced change in the CEOs improve the performance over the lag two years’ period. The appointment of new CEOs via force allows for comprehensive change in the strategy, business operations, and firm’s future growth.

Triggering absorptive capacity in organizations: CEO succession as a knowledge enabler

Purpose The purpose of this paper is to introduce CEO succession (and subsequent TMT turnover) as a knowledge enabler. Focusing on absorptive capacity, an important dynamic capability involving the acquisition, assimilation, transformation and exploitation of knowledge, this paper highlights the role of a new CEO in emphasizing specific facets of the knowledge management (KM) process to fulfill expected strategic mandates. Design/methodology/approach This paper presents a conceptual framework that underscores the importance of CEO succession as a knowledge enabler by depicting its influence on the various dimensions of absorptive capacity. To this end, this paper develops an integrated set of propositions that unpack the influence of different types of CEO successions that trigger and enable different KM processes involved dimensions of absorptive capacity. Findings The theoretical framework presented in this paper suggests that given a certain succession context (forced or voluntary turnover of predecessor) different types of CEO succession, combined with possible executive turnover, will constitute a reorientation in top management experience and expertise. This will in turn trigger certain dimensions of absorptive capacity (potential or realized), to fulfill specific strategic mandates such as strategic change or strategic continuity. Research limitations/implications This paper presents a theoretical framework that underscores the importance of studying CEO succession in conjunction with their influence on different knowledge dimensions of absorptive capacity. CEO succession (and subsequent changes in top management team composition) is suggested to be a knowledge enabler. Based on the context of CEO turnover (forced vs voluntary) and the amount of change undergone in TMT composition, different types of CEO succession (based on their origin) are suggested to have different challenges to overcome and different strategic mandates to fulfill. Fulfilling these strategic mandates will require an emphasis on different facets of the KM process, which is encompassed in the dimensions of absorptive capacity. This will, in turn, resolve questions about which knowledge activities the organization needs to invest its resources in and resources allocation decisions may become easier. Practical implications Based on their origin, three kinds of CEO succession have been described in this paper – insider-follower, insider-contender and outsider succession. Each of these types of succession encounter different challenges and are expected to fulfill different kinds of strategic mandates. Accordingly, this paper proposes that each kind of CEO succession trigger and enable the knowledge components of absorptive capacity (knowledge acquisition, knowledge assimilation, knowledge transformation and knowledge exploitation) in different manners. This will in turn, allow firms to prioritize the allocation of resources toward different kinds of knowledge activities related to absorptive capacity. Originality/value This paper suggests that the CEO succession event, although broadly discussed in management research, has been overlooked when it comes to KM in organizations. Given that strategic leadership is one of the powerful enablers of organizational practices and outcomes, this paper emphasizes that different types of CEO succession may be able to influence the KM process by enabling the different dimensions of absorptive capacity (potential and realized).

Temporal Change Patterns of Entrepreneurial Orientation: A Longitudinal Investigation of CEO Successions

This study investigates the temporal change patterns of entrepreneurial orientation (EO) subsequent to chief executive officer (CEO) successions. Integrating prior research, we hypothesize that CEO successions lead to a change in EO and that this change exhibits an inverse U‐shape over time. Based on data collected for 67 CEO successions, our empirical results support our hypotheses, showing that successions effectuate changes in EO and tend to increase the level of EO in firms. Changes in EO peak in the second to fourth year of a new CEO's tenure, with less change before and after. We also demonstrate that changes in EO occur later but are more pronounced if the newly appointed firm leader is an outside CEO.

CEO Succession, Investor Expectations, and Real Earnings Management

<p>Recently, U.S. firms are switching CEO at the fastest pace and these events often cause severe stock market volatility on the uncertainty of the firm’s future performance. This study investigates whether inverse market reaction on CEO succession will induce earnings management of new CEOs in order to protect their reputational and career prospects. From a sample of 2,418 firm-years during the post-SOX period of 2003 to 2012 by applying the regression analysis, we investigate two associations of real earnings management (REM) with CEO successions and with its market reaction respectively. Our results suggest new CEOs are more careful when manipulate earnings through REM activities. However, REM is negatively associated with market expectations on CEO successions, implying new CEOs may utilize REM to reverse the first bad impressions held by investors. We provide a new perspective with regard to market reactions to CEO successions, by examining how and why new CEOs may choose to manipulate earnings.</p>