FAMILY CEO TENURE ON STRATEGIC CHANGE

• Main Authors: Pin-Fan Shih, 施品帆
• Other Authors: Wen-Tsung Hsu
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/40891910069229278135

碩士 === 銘傳大學 === 國際企業學系碩士班 === 103 === Nowadays Firms are facing a rapidly changing and highly competitive environment. Organizations need to be adaptive to their business environment and keep achieving the sustainable competitive advantage. Change plays an important role in an organization to achieve competitive power and pursue its success. Strategy change is implemented mostly by supervisors but the direction of corporate strategy is determined according to the CEO’s preferences. However, successful implementation of strategy will depend also on top management and board support. This study examines the impact of CEO in strategy change, and two kinds of situational factors (top management team、board) moderate the relationship between CEO tenure and strategic change. We used conventional companies listed in Taiwan’s stock market from 2006 to 2010 for our study. The results are as follows: inverted U-shaped relationship between family CEO tenure and strategic change.