中小企業における経営者交代と戦略変更の関係 : 後継者の組織社会化の影響
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概要
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This paper analyzes the effects of a successor's organizational socialization in a relation-ship between CEO succession and strategic change. In former research, the factor whether a new CEO is promoted in a current company or is invited outside of the company has been treated as one of the CEO characteristics, moderating the relationship between CEO succession and strategic change. However, the empirical results are not consistent. The inconsistent results could be derived from an insufficient construct validity of the factor. Drawing on the distinction of an insider or outsider, researchers strive to explain the qualitative difference of the successor's knowledge and values. However, through measuring the factor by a dichotomous variable, the researchers have not fully considered the degree to which a successor absorbs the knowledge and values of a certain company. Considering the former research, organizational socialization, the process by which an individual comes to appreciate the values, abilities, expected behavior, and social knowledge essential for assuming an organizational role and for participating in as an organizational member, could function as a more explanatory construct. To examine its effect, 164 small businesses in Japan, half of which experienced CEO succession in 2000 and the rest did not, are selected as a sample. Empirical results are as follow: First, CEO succession promotes strategic change. Second, the degree of a successor's organizational socialization to the current company negatively influences the relationship. Third, the degree of the successor's organizational socialization to the other companies positively affects the relationship. Finally, the stronger organizational socialization to the other companies compared with that to the current company, the stronger the relationship will be. The dichotomous variable measuring the distinction of an insider or outsider, frequently used in the existing literature, is not statistically significant. The result implies that a successor's organizational socialization could be more explanatory than the distinction of an insider or outsider is.
- 日本経営学会の論文
- 2006-04-20
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