The Effect of the CEO Successor originality on Firm Performance：Strategic Change as a Mediator

• Main Authors: CHANG SHIN YIN, 張馨尹
• Other Authors: WONG YING YIUAN
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/mcn5df

碩士 === 國立高雄應用科技大學 === 企業管理系碩士在職專班 === 102 === Since globalization continues to spread throughout the world, many firms are suddenly facing greater competition. As a result, CEOs must now deal with increased pressures and challenges, which have had a clear and distinct effect on the length of CEO tenures. Thus, CEO turnover and succession is rapidly becoming a major issue in the corporate arena. In fact, in addition to strategic changes that may often occur during a CEO succession, there are also several other problems for a firm’s Top Management Team. While previous studies have simply explored CEO turnover with little emphasis on the importance of strategic change, we look at the relationship between the strategic changes inherent in the CEO succession origin process and a firm’s Top Management Team. Our sample set is based on data compiled from the Taiwan Economic Journal (TEJ) database from 2005 to 2009. In this study, we seek to explore the relationship between CEO successors and firm performance in regard to strategic change, using multiple regression analysis to assess the following questions: (1) Do an inside CEO have a negative effect on firm performance? (2) Does strategic change have a mediating effect on the relationship between a CEO successor origin and firm performance? (3) Do Top Management Teams have a moderating effect on the relationship between CEO succession origin and strategic change?