CEO succession, honing, and enterprising

a promising way to achieve small business performance?

Document identifier: oai:DiVA.org:ltu-7724
Access full text here:10.1142/S1084946708000880
Keyword: Engineering and Technology, Other Engineering and Technologies, Other Engineering and Technologies not elsewhere specified, Teknik och teknologier, Annan teknik, Övrig annan teknik, Entreprenörskap och innovation, Entrepreneurship and Innovation
Publication year: 2008
Relevant Sustainable Development Goals (SDGs):
SDG 8 Decent work and economic growth
The SDG label(s) above have been assigned by OSDG.ai

Abstract:

This study examines CEO succession in small firms and the impact of CEO honing and enterprising competence on firm performance within a contingency framework. In a study of 162 small firms, we hypothesize that a newly appointed CEO will bring entrepreneurship to its small firms, but the results do not support this. Instead, the results indicate that a new CEO tends to introduce honing in the firm. Only CEO market enterprising had a direct relation to better performance. However, we find several instances of moderation effects attributable to strategic competence, environmental uncertainty, and the nature of tasks in the company.

Authors

Mats Westerberg

Luleå tekniska universitet; Innovation och Design
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Joakim Wincent

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