Terrence C. Sebora

Executive Succession: Past, Present & Future

In this study we review over thirty years of succession research in an effort to discern what we know conclusively about the subject, what we do not know because of mixed results, and what has not yet been studied. We begin by answering two key questions: (1) Why is succession such an important topic? and (2) What makes CEO succession different from other types of turnover? Next, we explore the three key stages of succession research. The first phase covers the period from the 1950s to the 1960s. This period is best described as the emergence of the field. The second phase, covering the 1970s reflects a period of theory building and empirical investigation. The final phase from the 1980s to the present is characterized by review and explosive growth. Following our review, we use these combined studies to create an overall model of succession-a model designed to offer prescriptions as to where researchers have been and where they should be going in the future.

Comparative corporate governance: Competitive implications of an emerging convergence

Corporate governance scholarship posits that the governance structure of a firm affects its competitive performance. As governance structures and systems initially developed, differing legal, financial, and cultural factors caused them to vary. Divergent paths resulted in multiple governance forms. Presently, evidence is growing that these governance systems are changing and are beginning to look more alike. This convergence can be viewed as the adoption of the best practices of the existing systems. During convergence, some firms can gain competitive advantage by altering their governance structures to incorporate elements that global stakeholders appear to value. This is true for companies in both emerging and established economies.

Leadership and ethics in work groups - A longitudinal assessment

This study explored the relationship between leadership style and individual ethics in work groups. We present a model of how active leadership affects conformity in members’ ethical decision frameworks (formalism and utilitarianism). We tested this model by examining 36 work groups over a 12-week period. Results supported the hypothesis that more active leadership would lead to greater conformity in both types of ethical frameworks. A second hypothesis, that group cohesion would mediate this relationship between leadership style and ethical conformity, was partially supported. Implications of these findings for leadership, groups, and ethics research are discussed.

Innovative activity in small businesses: Competitive context and organization level

Abstract The effect of market type and product technology on innovation was studied using data from 3800 employees in 88 small businesses. Results demonstrate that: (1) organizational context effects on innovative activity are significant at administrative and strategic levels, (2) organizational members in consumer markets initiate more innovations but implement fewer than organizational members in industrial markets, (3) members of service-providing organizations report less innovative activity than those in goods-producing organizations, and (4) operative level employees appear to play a small role in the innovation process.

Corporate entrepreneurship in the face of changing competition

Purpose – The paper sought to extend previous research on factors associated with corporate entrepreneurship (CE) by surveying operating managers and top executives in Thai manufacturing firms.Design/methodology/approach – The paper used an expanded case method that combined face‐to‐face interviews with the top executives and results of responses to the corporate entrepreneurship assessment instrument (CEAI) by middle managers in three large and three medium Thai manufacturing firms.Findings – The results of this paper suggest that management support for CE, their use of rewards and recognition, and their allowing workers discretion in their jobs all are significantly related to improving competitiveness, as indicated by internal performance improvement and firm financial improvement. Unlike previous studies, time allocated to idea generation/innovation activities and cross‐boundary communication are not found to be significantly associated with CE in Thai manufacturing firms. These quantitative results a...

A Multi-Objective Approach To Ceo Selection

Abstract A critical decision that a board of directors must make involves Chief Executive Officer (CEO) selection. In order for an organization to he successful, board of directors must identify CEO candidates that offer a good fit with the needs of the organization. Unfortunately, few analytic techniques have been suggested to aid directors in making complex CEO selection decisions. This paper presents a modeling approach that combines the concepts of strategic management, the operations research technique of goal programming, with PC technology to provide board of directors with an effective method for evaluating CEO candidates and making selection decisions. The paper extends existing literature on CEO selection by applying a computer-based model to CEO selection in a way that has not been done before. The informational efficacy of the modeling approach is demonstrated using data from a Fortune 500 experimental CEO selection case study. The results of the application reveal the unique a contribution this paper’s modeling approach can make to CEO selection.

The CEO Selection Decision Process: Bounded Rationality and Decision Component Ordering

This paper presents a model of the basic components of the CEO selection decision process used by corporate boards of directors. It describes selection as a purposeful and boundedly rational process characterized by three key components: aspiration, judgment and justification. Each of these components is described in detail. In addition, the ordering of these elements is examined. Specifically, it is suggested that the exact ordering varies depending on a number of factors. Among the most important are (1) the performance of the organization, (2) the availability of qualified candidates and (3) the standardization of the CEOs office within the organization at the time of the succession decision. Examples are provided to help illustrate various order effects. Following this, sample research propositions are presented to assist researchers in future studies devoted to this topic.

E-commerce entrepreneurship as a national priority: the case of Thailand

Thailand has been one of the most successful developing countries. This progress came to a sudden halt in 1997 when the Asian financial crisis hit this country. Thailand responded by creating a favourable environment for business incubation as a high priority at the national government level. The purpose of this paper is to provide an overview of the steps taken by the Thai government to encourage e-commerce entrepreneurship as a key component of its successful reaction to the economic crisis of 1997 and e-service as a source for its future national competitiveness.

Applying Principles of Corporate Entrepreneurship to Achieve National Economic Growth

We propose that strategies typically applied to support corporate entrepreneurship can be extended and applied at the national level, with the objective of stimulating not just entrepreneurship – but new ventures that grow. Only when individual ventures grow, can sustained growth occur at the level of the macroeconomy. Keys to growth of new ventures in this model include effective management of knowledge, resources, rewards, and infrastructure.

Destination unknown: Duncan Aviation in a global economy

Synopsis This case followed Todd Duncan, Chairman of Duncan Aviation, as he considered which international locations Europe, Latin America, or Asia were most important in positioning Duncan to benefit from continued internationalization of the maintenance, repair, and overhaul (MRO) industry. The company had the option to hire Regional Managers to actively manage these areas, recruiting new customers and building relationships with existing ones. The case provides students with an opportunity to identify the core competencies of a company, and to recognize ways in which employee engagement contributes to Duncan’s core competencies. Optionally, the case may be used to introduce students to Dunning’s eclectic paradigm. Research methodology The research for this case was obtained from a combination of primary research, secondary research, and personal experiences. One of the research assistants for this case was employed at the company for over two years, and reflections thus obtained, supported with supplem...