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CEO succession: the times they are a‐changin'

Dan R. Dalton (Director of the Institute for Corporate Governance and Harold A. Poling Chair of Strategic Management in the Kelley School of Business, Indiana University.)
Catherine M. Dalton (David H. Jacobs Chair of Strategic Management, Editor of Business Horizons, and Research Director of the Institute for Corporate Governance in the Kelley School of Business, Indiana University.)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 9 January 2007

1770

Abstract

Purpose

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The paper aims to at CEO succession in light of regulations and post‐SOX dynamics.

Design/methodology/approach

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The paper examines CEO succession in light of regulations and post‐SOX dynamics.

Findings

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It has been increasingly argued that the formal CEO succession process is in disrepair. The post‐SOX dynamics described in previous sections promise to even further confound boards of directors' responsibilities for succession planning and execution.

Practical implications

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The paper provides executives with information on issues boards must consider in succession planning.

Originality/value

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The paper is of particular value to CEOs and other board members.

Keywords

Citation

Dalton, D.R. and Dalton, C.M. (2007), "CEO succession: the times they are a‐changin'", Journal of Business Strategy, Vol. 28 No. 1, pp. 5-7. https://doi.org/10.1108/02756660710723143

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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