CEO succession research: methodological bridges over troubled waters

By P. Pitcher, S. Chreim, Veronika Kisfalvi. 2000

179 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3354aac390a90e0afe66dba599e8c31b8de37aa9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. Young Kyun Chang
2. Won‐yong Oh
3. J. Park
4. Myoung-gyun Jang
5. M. Malik
6. A. Gerged
7. Eunho Cho

Citations in the corpus

• Exploring the Relationship Between Board Characteristics and CSR: Empirical Evidence from Korea (2015, background): “We also controlled for Change of CEO since firms often change CEOs when they seek to reposition their strategic stances (Pitcher et al. 2000).”
• Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision (2008, unknown): “Board activities included within the monitoring function include monitoring the CEO (Boyd 1995, Daily 1996), strategy implementation (Rindova 1999), planning for CEO succession (Pitcher et al. 2000), and evaluating and rewarding the CEO/top managers (Conyon and Peck 1998).”