Asset Details
Do you wish to reserve the book?
Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy
Hey, we have placed the reservation for you!
By the way, why not check out events that you can attend while you pick your title.
Oops! Something went wrong.
Looks like we were not able to place the reservation. Kindly try again later.
Are you sure you want to remove the book from the shelf?
Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy
Do you wish to request the book?
Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy
Please be aware that the book you have requested cannot be checked out. If you would like to checkout this book, you can reserve another copy
We have requested the book for you!
Your request is successful and it will be processed during the Library working hours. Please check the status of your request in My Requests.
Oops! Something went wrong.
Looks like we were not able to place your request. Kindly try again later.
Journal Article
Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy
2013
Overview
We examine how leadership transition affects firm performance in emerging economies. Building upon the social embeddedness and neo-institutional perspectives, we argue for the importance of alignment between successor origin and social context for firm performance. We suggest that as a baseline outside successors enhance firm profitability because of the large-scale and rapid changes in emerging markets. However, this outsider premium is reduced in firms embedded in family and business group relationships, where family and inside successors can better access network resources. But the outsider premium is amplified in firms embedded in a mature market-based logic, such as high tech or foreign invested firms, because the perceived legitimacy of outsiders facilitates resource acquisition. Our arguments are supported through the analysis of Taiwanese listed firms between 1996 and 2005.
Publisher
John Wiley & Sons, Ltd,John Wiley & Sons,Wiley Periodicals Inc
Subject
