Managing CEO succession: new models for a new era
by Margaret Exley
International Journal of Business Governance and Ethics (IJBGE), Vol. 3, No. 2, 2007

Abstract: 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.

Online publication date: Tue, 27-Feb-2007

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business Governance and Ethics (IJBGE):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com