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Founder-CEO succession - Trends
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The centrality of both formal and informal rules in guiding organizational actions is an idea with a long history and theoretical tradition (e.g., Gouldner, 1954; Weber, 1978; Jackall, 1988; March and Olsen, 1989; Zhou, 1993). According to this view, rules of appropriate behavior infuse all areas of organizational activity and lead to regularity and structure in organizations. That rule-based action characterizes organizational decisions is an established conception in the organizational literature. That reliance on rules also characterizes major decisions of boards of directors, however, is less well accepted in the literature ...
and I would love to get your feedback on my early research findings, ideas for new issues/"frustrations" to study, and input based on your experiences. My initial research on Founder Frustrations focused on Founder-CEO Succession, examining the events and circumstances that increased or decreased the chances that the founder-CEO would be replaced as CEO. Not surprisingly, I found that founder-CEOs are much more likely to lose their jobs when their companies perform badly, as is also the case with CEOs in large public companies (on whom past academic research on succession has ... Read More
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