David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
International Journal of Business Governance and Ethics 3 (2):139-149 (2007)
External pressures have changed the context within which CEOs are succeeded. At the same time, chairmen are clear that this responsibility is personal to them and are increasingly changing the nature of the process. Two new models of CEO succession are identified: one where the Board actively partners with the incumbent CEO and the other a crisis model where the Chairman and the Board assure the active management of the succession process. In both cases, best practice is for the Board to develop its own assessment criteria. A 'best practice' profile is suggested. Good assessment processes then focus on understanding the candidate, identifying data gaps, looking at evidence of predicted future performance and identifying development priorities. The final stage of the process is transition planning. A process for CEO succession is proposed and a number of principles for effective succession are put forward.
|Keywords||No keywords specified (fix it)|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
No references found.
Citations of this work BETA
No citations found.
Similar books and articles
John R. Boatright (2009). From Hired Hands to Co-Owners. Business Ethics Quarterly 19 (4):471-496.
Valérie Petit & Helen Bollaert (2012). Flying Too Close to the Sun? Hubris Among CEOs and How to Prevent It. Journal of Business Ethics 108 (3):265-283.
Daniel J. Slater & Heather R. Dixon-Fowler (2009). Ceo International Assignment Experience and Corporate Social Performance. Journal of Business Ethics 89 (3):473 - 489.
Lorne N. Switzer & Catherine Kelly (2006). Corporate Governance Mechanisms and the Performance of Small-Cap Firms in Canada. International Journal of Business Governance and Ethics 2 (s 3-4):294-328.
Michael Pelczar (2010). Must an Appearance of Succession Involve a Succession of Appearances? Philosophy and Phenomenological Research 81 (1):49-63.
Donald Nichols & Chandra Subramaniam (2001). Executive Compensation: Excessive or Equitable? [REVIEW] Journal of Business Ethics 29 (4):339 - 351.
James D. Werbel & Suzanne M. Carter (2002). The Ceo's Influence on Corporate Foundation Giving. Journal of Business Ethics 40 (1):47 - 60.
Jeanne Millet, André Bouchard & Claude Édelin (1998). Plant Succession and Tree Architecture: An Attempt at Reconciling Two Scales of Analysis of Vegetation Dynamics. Acta Biotheoretica 46 (1):1-22.
Robert Kolb & Jeffrey Moriarty (2011). Dialogue - CEO Compensation. Business Ethics Quarterly 21 (4):679-691.
Mel Perel (2003). An Ethical Perspective on CEO Compensation. Journal of Business Ethics 48 (4):381-391.
Added to index2009-01-28
Total downloads4 ( #405,485 of 1,725,580 )
Recent downloads (6 months)1 ( #349,436 of 1,725,580 )
How can I increase my downloads?