Power Dynamics Within Top Management and Their Impacts on CEO Dismissal Followed by Inside Succession

By Wei Shen, Albert A. Cannella. 2002

428 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0c196cca4459c491d76db0d809166cfe58824405

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

Implicit Mental Models in Teaching Cases: An Empirical Study of Popular MBA Cases in the United States and China (2004, background): “For example, few cases mention personal ambition of executives, although it is well documented to be a key driver in organizational life ( Shen & Cannella, 2002 ).”
When much more of a difference makes a difference: Social comparison and tournaments in the CEO's top team (2015, background): “First, CEOs who are outside successors may have differential impact on firm performance and TMT integration (Karaevli, 2007; Shen and Cannella, 2002).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Following power circulation theory, Shen and Cannella ( 2002 ) distinguished inside successors who followed CEO dismissals—contenders—from inside successors after CEO retirements—followers.”
CEO Succession Origin and Firm Performance: A Multilevel Study (2017, positive): “Outside CEO succession was measured as a dummy variable, taking the value of 1 if the new CEO had less than 2 years of firm tenure and 0 otherwise (Shen and Cannella, 2002a).”
Signaler Credibility, Signal Susceptibility, and Relative Reliance on Signals: How Stakeholders Change their Evaluative Processes After Violation of Expectations and Rehabilitative Efforts (2017, methodology): “Second, following past studies (Finkelstein et al., 2009; Shen & Cannella, 2002), we removed any cases in which the CEO departure was characterized as having resulted from death, health issues, or from taking up a CEO position in another firm, or in which the CEOwas an interim CEO in the first…”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, neutral): “…a meta-analysis on team power-dispersion, see Greer, De Jong, Schouten, & Dannals, 2017) or multiple power holders (i.e. high power-level teams; e.g., Eisenhardt & Bourgeois, 1988; Greer, Caruso, & Jehn, 2011; Groysberg, Polzer, & Elfenbein, 2011; Hildreth & Anderson, 2016; Shen & Cannella, 2002).”
WHEN THE KNOWN DEVIL IS BETTER THAN AN UNKNOWN GOD: AN EMPIRICAL STUDY OF THE ANTECEDENTS AND CONSEQUENCES OF RELAY CEO SUCCESSIONS (2004, methodology): “A high level of senior executive turnover can deprive the outside successors of valuable managerial talents and firm-specific knowledge that they dearly need, especially during the transition period (Shen & Cannella, 2002a).”
Firm Profitability, State Ownership, and Top Management Turnover at the Listed Firms in China: A Behavioral Perspective (2009, neutral): “researchers can usually rely on the age of the outgoing CEOs and news reports to separate forced turnover from ordinary retirement (Shen and Cannella, 2002; Huson et al., 2004).”
Effects of an Advancing Tenure on CEO Cognitive Complexity (2020, background): “…both board chair and CEO), CEO shareholdings, and the proportion of outside directors appointed during the CEO’s tenure (Daily and Johnson 1997, Shen and Cannella 2002, Westphal and Zajac 1995).2 Research has shown that power causes individuals to be cognitively disinhibited, i.e.,…”