Attributive change in top management teams as a driver of strategic change

Riu Yokota, Hitoshi Mitsuhashi

Research output: Contribution to journalArticle

18 Citations (Scopus)

Abstract

This study examines the role of top management team (TMT) member succession in breaking organizational inertia. We compare the impact of two types of change in TMTs-in member number and demographic heterogeneity-on subsequent strategic reorientation using data on the diversification activities of firms in the Japanese textile industry. Our findings suggest that executive succession does not trigger strategic change unless succession entails change in the values and interests of executives embedded in their demographic traits.

Original languageEnglish
Pages (from-to)297-315
Number of pages19
JournalAsia Pacific Journal of Management
Volume25
Issue number2
DOIs
Publication statusPublished - 2008 Jun
Externally publishedYes

Fingerprint

Demographics
Top management teams
Strategic change
Executive succession
Textile industry
Organizational inertia
Trigger
Strategic Reorientation
Diversification

Keywords

  • Demographic approach
  • Executive succession
  • Strategic change

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • Economics, Econometrics and Finance (miscellaneous)
  • Business and International Management

Cite this

Attributive change in top management teams as a driver of strategic change. / Yokota, Riu; Mitsuhashi, Hitoshi.

In: Asia Pacific Journal of Management, Vol. 25, No. 2, 06.2008, p. 297-315.

Research output: Contribution to journalArticle

Yokota, Riu ; Mitsuhashi, Hitoshi. / Attributive change in top management teams as a driver of strategic change. In: Asia Pacific Journal of Management. 2008 ; Vol. 25, No. 2. pp. 297-315.
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