CEO internal experience and voluntary disclosure quality: Evidence from management forecasts

Internally‐promoted CEOs should have a deep understanding of their firm's products, supply chain, operations, business climate, corporate culture, and how to navigate among employees to get the information they need. Thus, we argue that internally‐promoted CEOs are likely to produce higher quality disclosure than outsider CEOs. Using a sample of US firms from the S&P1500 index from 2001 to 2011, we hand‐collect whether a CEO is hired from inside the firm and, if so, the number of years they worked at the firm before becoming CEO. We then examine whether managers with more internal experience issue higher quality disclosures and offer three main findings. First, CEOs with more internal experience are more likely to issue voluntary earnings forecasts than those managers with less internal experience as well as those managers hired from outside the firm. Second, CEOs with more internal experience issue more accurate earnings forecasts than those managers with less internal experience as well as those managers hired from outside the firm. Finally, investors react more strongly to forecasts issued by insider CEOs than to those issued by outsider CEOs. In additional analysis, we find no evidence that these results extend to mandatory reporting quality (i.e., accruals quality, restatements, or internal control weaknesses), perhaps because mandatory disclosure is subjected to heavy oversight by the board of directors, auditors, and regulators. Overall, our findings suggest that when managers have work experience with the firm prior to becoming the CEO, the firm's voluntary disclosure is of higher quality.     

CEO继任模式与战略变革研究评述

CEO作为公司战略决策制定和执行的核心人物,其继任模式对战略变革的影响一直是学术界关注的热点课题。本文回顾CEO继任研究发展及CEO继任模式与战略变革关系的研究。     

Family firm succession and performance

We analyse more than half a million businesses from the Census Bureau’s 2007 Survey of Business Owners with less survivorship and size biases. After controlling for firm- and owner-specific characteristics, we find family businesses generate fewer receipts and less employment and payroll. Family businesses involving a second-generation owner-manager show better performance. On the other hand, those managed by founder-owners show worse performance. These results of all firms, mostly small businesses, are contrary to the previous studies of large public firms. However, for a subsample of 2064 businesses large enough to be listed on a US stock exchange, the results become consistent with the previous large-firm studies.     

Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation

Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing for innovation (i.e., leadership ambidexterity) and incorporate big data with predictive analytics. In this vein, understanding how HR executives can create better solutions around this problem remains sparse. Specifically, what frameworks can HR executives apply to identify potential alignment failures in leadership succession planning in light of newer emerging markets? What internal decision-making traps need to be recognized? Finally, what specific forms of data and evidence must test these plans for relevance and recharge and renew the talent-to-strategy pipeline? In this article, we examine these questions by reviewing the gaps in the literature and identifying through our four-step model how organizations can incorporate ambidexterity-building as a leadership succession planning practice.     

家族企业的传承冲突与解析

改革初期的我国第一代家族企业,在21世纪初都将逐步进入家族企业的权杖交接的重要阶段.如何从"第一代"创业者手中将企业传递到"第二代"家族企业的管理者手中,将越来越成为企业的重要课题.家族企业子承父业中的种种冲突的根源在于继承者的能力、权威不足或管理风格与原企业风格不协调.家族企业需要根据继承者的不同发展阶段系统地培养继承者.     

我国家族企业接班人模式的比较和分析

只有选择准、培养好家族企业接班人,才能为家族企业的长远发展奠定良好基础.家族企业的接班模式有:"子承父业"接班模式,"内部培养"接班模式,"空降高层"接班模式."子承父业"接班模式是家族企业代代相传的常见方式.作者通过对三种模式的比较和分析,目的是提炼不同接班模式存在的问题,并有针对性地加以解决.     

Executive succession: The importance of social capital in CEO appointments

Research Summary: Firm performance and corporate governance have been shown to influence CEO selection, but our understanding of the role of social capital is more limited. In this study, we seek to provide further insight into the role of social capital by examining the influence of both “bonding” and “bridging” forms of social capital on CEO appointments. We find that candidates who have relational social capital, in terms of overlap with the CEO in organizational tenure, board tenure, and CEO tenure are more likely to be appointed as CEO. We also find that candidates who have external linkages to the CEO in the form of geographic, prestigious university, and prior employment affiliations are more likely to be appointed CEO. Managerial Summary: The appointment of a new CEO has significant and widespread implications for the firm’s future strategic direction and performance, the relationship between the board and CEO, and perceptions by investors, employees, and other key stakeholders. Our study finds that candidates who have shared connections and experiences with the CEO in terms of geographic, prestigious university, or prior employment affiliations as well as overlap in terms of organizational tenure, board tenure, and CEO tenure are more likely to be appointed CEO. Given the enormous impact that executive appointments have on the strategic direction and performance of the company, it is important to recognize that social factors such as shared experiences and connections influence how candidates are perceived, and thus, may affect appointment decisions.     

计划行为理论及其在家族企业传承研究中的应用

诸多学科领域的应用研究都表明计划行为理论对人类的各种行为具有较强的解释力和预测力。对计划行为理论的演进过程、理论框架及其内涵作了详细阐述,并简要评介了其在西方家族企业传承研究中的两项具体应用,以期对国内家族企业传承研究提供一条新的思路。     

Identifying beliefs underlying successors’ intention to take over the farm

The youth out-migration of rural areas, the ageing of farmer population and the lack of a successor within the farm family imply some drawbacks for rural development and for a more sustainable agriculture. This study used the reasoned action approach (RAA) to identify the beliefs underlying Brazilian successors’ intention to take over the farm. The RAA hypothesizes that successors’ intention to take over the farm is determined by three constructs: attitude, perceived norms and perceived behavioral control. These three constructs are derived from behavioral, normative and control beliefs. Results showed that the behavioral beliefs ‘Satisfaction for taking care of family farm assets’ and ‘Ease for managing the farm’ influence successors’ evaluation (attitude) of taking over the farm. The normative beliefs ‘Father’ and ‘Mother’ influence successors’ perceptions about the social pressure (perceived norms) to take over the farm. The control beliefs ‘Ease to buy more land’ and ‘Professional recognition’ influence successors’ perceptions about their own capability (perceived behavioral control) to take over the farm. The identification of these beliefs revealed important implications for designing interventions to encourage successors to take over the farm.     

有限责任公司股东资格继承的正当性分析

股权本质上是一种财产权,其中自益权直接体现财产属性,是股权作为继承客体的最基本条件,共益权间接体现出财产价值,不影响股权成为继承客体。股权与股东资格同时产生,是同一个取得股份法律关系的两个要素。而且股东资格本身具有的身份性不同于人身权,继承股东资格并不意味着继承死亡股东的职务。股东资格完全可以依继承事实而取得。作为公司人合性合理表达的信赖关系并不具有强烈的人身依附性,其决定性因素在于利益。因而,人合性不能阻却继承人依继承事实取得股东资格。