CEO duality, succession-planning and agency theory: Research agenda

Strategic Management Journal

Volumn 19, Issue 9, 1998, Pages 905-908

  Davidson III, Wallace N ^a   Worrell, Dan L ^b   Nemec, Carol ^c  

^a SOUTHERN ILLINOIS UNIVERSITY   (United States)

^b UNIVERSITY OF TEXAS AT ARLINGTON   (United States)

^c SOUTHERN OREGON UNIVERSITY   (United States)

Author keywords

Agency theory; CEO duality; Succession planning

Indexed keywords

EID: 0038525143     PISSN: 01432095     EISSN: None     Source Type: Journal    
DOI: 10.1002/(SICI)1097-0266(199809)19:9<905::AID-SMJ3>3.0.CO;2-G     Document Type: Article

References (6)

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2. Fredrickson, J. W., D. C. Hambrick and S. Baumrin (1988). 'A model of CEO dismissal,' Academy of Management Review, 13, pp. 255-270.
3. Hambrick, D. C. and P. A. Mason (1984). 'Upper echelons: The organization as a reflection of its top managers', Academy of Management Review, 9, pp. 193-206.
4. Harris, D. and C. E. Helfat (1998). 'CEO duality, succession, capabilities, and agency theory: Commentary and research agenda,' Strategic Management Journal, 19(9), pp. 901-904.
5. Vancil, R. F. (1987). Passing the Baton: Managing the Process of CEO Selection. Harvard Business School Press, Boston, MA.
6. Worrell, D. L., C. Nemec and W. N. Davidson (1997). 'One hat too many: Key executive plurality and shareholder wealth', Strategic Management Journal, 18(6), pp. 499-507.