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CEO succession, honing, and enterprising: a promising way to achieve small business performance?
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.ORCID iD: 0000-0001-5464-9292
2008 (English)In: Journal of Developmental Entrepreneurship, ISSN 1084-9467, Vol. 13, no 2, p. 117-132Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
2008. Vol. 13, no 2, p. 117-132
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Other Engineering and Technologies not elsewhere specified
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Entrepreneurship and Innovation
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URN: urn:nbn:se:ltu:diva-7724DOI: 10.1142/S1084946708000880Scopus ID: 2-s2.0-46249098825Local ID: 6248b880-736f-11dd-a60f-000ea68e967bOAI: oai:DiVA.org:ltu-7724DiVA, id: diva2:980614
Note
Validerad; 2008; 20080826 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

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Westerberg, MatsWincent, Joakim

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