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

Riu Yokota; Hitoshi Mitsuhashi

doi:10.1007/s10490-007-9060-5

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

Riu Yokota, Hitoshi Mitsuhashi

商学科

研究成果: Article › 査読

18 被引用数 (Scopus)

抄録

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.

本文言語	English
ページ（範囲）	297-315
ページ数	19
ジャーナル	Asia Pacific Journal of Management
巻	25
号	2
DOI	https://doi.org/10.1007/s10490-007-9060-5
出版ステータス	Published - 2008 6

ASJC Scopus subject areas

Business and International Management
Economics, Econometrics and Finance (miscellaneous)
Strategy and Management

文献へのアクセス

10.1007/s10490-007-9060-5

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引用スタイル

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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.",

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