CEO SUCCESSION, HONING, AND ENTERPRISING: A PROMISING WAY TO ACHIEVE SMALL BUSINESS PERFORMANCE?

This study examines CEO succession in small firms and the impact of CEO honing and enterprising competence on firm performance within a contingency framework. In a study of 162 small firms, we hypothesize that a newly appointed CEO will bring entrepreneurship to its small firms, but the results do n...

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Veröffentlicht in:	Journal of developmental entrepreneurship 2008-06, Vol.13 (2), p.117-132
Hauptverfasser:	WESTERBERG, MATS, WINCENT, JOAKIM
Format:	Artikel
Sprache:	eng
Schlagworte:	Chief executive officers Entrepreneurs Entrepreneurship Entrepreneurship and Innovation Entreprenörskap och innovation Financial performance Hypotheses Leadership Small business Studies
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Beschreibung
Zusammenfassung:	This study examines CEO succession in small firms and the impact of CEO honing and enterprising competence on firm performance within a contingency framework. In a study of 162 small firms, we hypothesize that a newly appointed CEO will bring entrepreneurship to its small firms, but the results do not support this. Instead, the results indicate that a new CEO tends to introduce honing in the firm. Only CEO market enterprising had a direct relation to better performance. However, we find several instances of moderation effects attributable to strategic competence, environmental uncertainty, and the nature of tasks in the company.
ISSN:	1084-9467 1793-706X
DOI:	10.1142/S1084946708000880