TY - JOUR
T1 - Founder CEO succession
T2 - The role of CEO organizational identification
AU - Lee, Joon Mahn
AU - Yoon, Dalee
AU - Boivie, Steven
N1 - Funding Information:
We are grateful for the helpful comments of editor Zeki Simsek and three anonymous referees. We thank Kyle Mayer, Tim Quigley, Noam Wasserman, Michael Withers, and the participants in the Purdue Pro-Seminar Series and at 2017 Academy of Management Annual Meeting for their helpful comments. This study was partially supported by a Korea University Business School Research Grant. All remaining errors are ours.
Publisher Copyright:
Copyright of the Academy of Management, all rights reserved.
PY - 2020/2
Y1 - 2020/2
N2 - Drawing from the organizational identification literature, we theorize that founder CEO succession decisions are dependent on the strength of these CEOs’ organizational identification with their firms. Our theoretical premise is that factors that decrease founder CEOs’ organizational identification—namely, prior entrepreneurial experience and the number of cofounders—will positively affect their voluntary succession. Conversely, factors that increase founder CEOs’ organizational identification—specifically, the length of time that their organization was a private firm and core founder status—will negatively affect their voluntary succession. We find strong support for our arguments in the context of firms that undertook an initial public offering during the period from 2000 to 2013. Our findings enable us to illustrate that founder CEOs’ succession decisions may be better understood by considering factors that might influence their psychological traits rather than focusing only on their performance and control.
AB - Drawing from the organizational identification literature, we theorize that founder CEO succession decisions are dependent on the strength of these CEOs’ organizational identification with their firms. Our theoretical premise is that factors that decrease founder CEOs’ organizational identification—namely, prior entrepreneurial experience and the number of cofounders—will positively affect their voluntary succession. Conversely, factors that increase founder CEOs’ organizational identification—specifically, the length of time that their organization was a private firm and core founder status—will negatively affect their voluntary succession. We find strong support for our arguments in the context of firms that undertook an initial public offering during the period from 2000 to 2013. Our findings enable us to illustrate that founder CEOs’ succession decisions may be better understood by considering factors that might influence their psychological traits rather than focusing only on their performance and control.
UR - http://www.scopus.com/inward/record.url?scp=85084077378&partnerID=8YFLogxK
U2 - 10.5465/amj.2017.0091
DO - 10.5465/amj.2017.0091
M3 - Article
AN - SCOPUS:85084077378
SN - 0001-4273
VL - 63
SP - 224
EP - 245
JO - Academy of Management Journal
JF - Academy of Management Journal
IS - 1
ER -