抜粋
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.
| 元の言語 | 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 |
| 発行部数 | 2 |
| DOI | |
| 出版物ステータス | Published - 2008 6 1 |
ASJC Scopus subject areas
- Business and International Management
- Economics, Econometrics and Finance (miscellaneous)
- Strategy and Management
フィンガープリント Attributive change in top management teams as a driver of strategic change' の研究トピックを掘り下げます。これらはともに一意のフィンガープリントを構成します。
これを引用
Yokota, R., & Mitsuhashi, H. (2008). Attributive change in top management teams as a driver of strategic change. Asia Pacific Journal of Management, 25(2), 297-315. https://doi.org/10.1007/s10490-007-9060-5