Leader succession and organizational performance: Integrating the common-sense, ritual scapegoating, and vicious-circle succession theories

By W. Rowe, Albert A. Cannella, D. Rankin, D. Gorman. 2005

214 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7ebbcba4ebbcad6d1bc682a19058429e6f359bbc

How researchers see this paper

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

In Economics and Econometrics

1. Fenwick Feng Jing
2. Gayle C. Avery
3. Filip Lievens

In Sociology and Political Science

1. Blake E. Ashforth
2. Kristie M. Rogers
3. Camille Pradies
4. Michael G. Pratt
5. E. Sadler‐Smith
6. Marie S. Mitchell
7. M. Kaptein
8. Dean A. Shepherd

Citations in the corpus

• Missing Links In Understanding The Relationship Between Leadership And Organizational Performance (2011, background): “Perhaps the most prominent reason for this interest is the widespread belief that leadership can affect the performance of organizations (Rowe et al., 2005).”
• Ambivalence in Organizations: A Multilevel Approach (2014, background): “For example, Rowe et al. (2005) note that poor team performance may induce sports teams and their fans to be ambivalent about the team (“I love my team but I hate them for doing so poorly”).”
• Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis (2012, unknown): “There is a shared belief that leadership can enhance performance of organizations (Rowe et al. 2005).”