Abstract
Although executive succession is a process, most studies refer to it as an event. Time boundaries for the succession process are rarely identified, yet important practical and training considerations are dependent upon when succession begins and ends. The length of succession and its component tasks may vary systematically with key role and organizational characteristics. Most research studies have not been designed to address these issues, and may have distorted the understanding of executive succession as a result.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Allen, M. and Panian, S. Power, performance and succession in the large corporation.Administration Science Quarterly, 27:538–54, 1982.
Boehm, V. Scientific parallelism in personnel mobility research: A preview of two approaches.Academy of Management Review, 6(4):527–528, 1981.
Brewin, C. Work role transitions and stress in managers: Illustrations from the clinic.Personnel Review, 9(3):27–30, 1980.
Brown, M.C. Administrative succession and organizational performance: The succession effect.Administrative Science Quarterly, 27:1–16, 1982.
Feldman, D.C. The role of initiation activities in socialization.Human Relations, 30:977–990, 1977.
Gephart, R. Status degradation and organizational succession: An ethnomethodological approach.Administrative Science Quarterly, 23(6):553–581, 1978.
Grusky, O. Corporate size, bureaucratization, and managerial succession.American Journal of Sociology, 67:263–269, 1961.
Grusky, O. Managerial succession and organizational effectiveness.American Journal of Sociology, 68:21–30, 1963.
Halaby, C. Bureaucratic promotion criteria.Administrative Science Quarterly, 23(5):466–484, 1978.
Helmich, D.L. Corporate succession: An examination.Academy of Management Journal, 18:429–441, 1975.
Helmich, D.L. Executive succession in the corporate organization: A current integration.Academy of Management Review, 2:252–266, 1977.
Huxtable, F. Executive hiring deserves more than spare-time treatment.Personnel Administrator, March 1982: 35–38.
Jaques, E.Free Enterprise, Fair Employment. New York: Crane Russak, 1982a.
Jaques, E.The Form of Time. New York: Crane Russak, 1982b.
Kahn, R., Wolfe, D, Quinn, R, Snock, J. and Rosenthal, R.Organizational Stress: Studies in Role Conflict and Ambiguity, New York: Wiley, 1964.
Kaye, B., and Farren C. Management readiness: A program and its players.Personnel, November-December, 1982: 65–72.
Kinzer, D.M. Turnover of hospital chief executive officers: A hospital association perspective.Hospital and Health Services Administration, 8:11–33, 1982.
Kohler, A. T. A social systems approach to program evaluation.Journal of Personality and Social Systems, 1(1):64–76, 1977.
Kohler, T. The predictable development of human work capability: Implications for career progression programs. Working paper, 1983.
Louis, M. Career transitions: Varieties and commonalities.Academy of Management Review, 5(3):329–340, 1980.
Louis, M. Managing career transition: A missing link in career development.Organizational Dynamics, 2:68–77, 1982.
Miller, D.Handbook of Research Design and Social Measurement (3rd ed.). New York: McKay, 1977.
Osborn, R., Jauch, L., Martin, T., and Glueck, W. The event of CEO succession, performance, and environmental conditions.Academy of Management Journal, 24(1):183–191, 1981.
Pfeffer, J., and Salancik, G. R. Organizational context and the characteristics and tenure of hospital administrators.Academy of Management Journal, 20(1):74–88, 1977.
Pickhardt, C. Problems posed by a changing organizational membership.Organizational Dynamics, 3:64–80, 1981.
Rosenbaum, J. Tournament mobility: Career patterns in a corporation.Administrative Science Quarterly, 24(3):220–240, 1979.
Rowbottom, R.Social Analysis, London: Heinemann, 1978.
Rowbottom, R., and Billis, D. Stratification of work and organizational design, in Jaques, Gibson and Isaac (eds).Levels of Abstraction in Logic and Human Action. London: Heinemann, 1978.
Toffler, B. Occupational role development: The changing determinants of outcomes for the individual.Administrative Science Quarterly, 26(5): 396–418, 1981.
Stumpf, S., and London, M. Management promotions: Individual and organizational factors influencing the decision process.Academy of Management Review, 6(4):539–549, 1981.
Vardi, T. Organizational carcer mobility: An integrative model.Academy of Management Review, 5(3):341–355. 1980.
Author information
Authors and Affiliations
Additional information
Tom Kohler, Ph.D., is a Clinical Psychologist, Los Angeles Veterans Administration Medical Center, Brentwood Division; Assistant Clinical Professor of Psychology, UCLA; and a free-lance Organizational Consultant.
Gordon Strauss, M.D., is an Assistant Professor in Residence, Department of Psychiatry and Biobehavioral Sciences, UCLA School of Medicine, and Associate Director for Residency Education, UCLA Neuropsychiatric Institute and Los Angeles Veteran Administration Medical Center, Brentwood Division.
Gratitude is expressed to Milton Greenblatt, M.D. for presenting the opportunity to begin this research project.
This paper was first presented in part at the Annual Meeting of the American College of Mental Health Administrators, Estes Park, Colorado, October 1982.
Rights and permissions
About this article
Cite this article
Kohler, T., Strauss, G. Executive succession: Literature review and research issues. Administration in Mental Health 11, 11–22 (1983). https://doi.org/10.1007/BF00843168
Issue Date:
DOI: https://doi.org/10.1007/BF00843168