Stepping up: A study of CEO succession and strategy formation in the nonprofit sector

详细信息   

• 作者：Gale ; Lori Roth
• 学历：Doctor
• 年：2015
• 关键词：Social sciences ; Education ; Executive succession ; Fin
• 导师：Marsick,Victoria J.,Encandela,John
• 毕业院校：Columbia University
• Department：Organization and Leadership
• 专业：Educational leadership;Management
• ISBN：9781321768923
• CBH：3704471
• Country：USA
• 语种：English
• FileSize：2064800
• Pages：214

文摘

A recent period of high executive turnover in community-based nonprofit organizations throughout the United States prompted widespread concern about organizational stability following leadership transition. Such turnover is typically difficult for organizations,characterized by loss of funding,staff turnover,and associated reduction in scope or quality of service to clients. This study explored the use of strategic planning by successor chief executives as a potential means of stabilization. The study hypothesized two main relationships between strategic planning and organizational performance: a) Planning has a positive impact on financial health,within three years of succession;and b) Planning has a positive impact on successors' job satisfaction and intentions to remain in the chief executive role. The study also hypothesized moderating effects related to board involvement in planning,and the nature of strategic priorities that emerge from planning,categorized as incremental change and strategic reorientation. The study's 68 participants were chief executives in the position from 3-10 years,leading human services organizations with budgets between $1.1 million and $245 million. Candidates were identified through the grantee or membership lists of 24 philanthropic foundations,federations or associations. Participants completed an online survey about their strategic planning practices,job satisfaction,and intentions to remain in the CEO role. Financial data collected from publicly available IRS Form 990s were used to calculate profitability for each of four years surrounding the transition to derive the percent change in profitability. Statistical tests were performed on the full sample and a subsample of CEOs who entered their roles from 2008-2011. There was evidence to support the hypothesis that strategic planning early in the CEOs' tenure is positively associated with increased financial performance,and that the extent of engagement in several planning activities is positively associated with measures of satisfaction and intention to remain a CEO. There was little evidence to support hypotheses about moderating effects. Best subsets analysis and exploratory analyses revealed several patterns regarding the ways in which executives engaged their stakeholders in planning,the types of strategic priorities that emerged,the types of organizational change that ensued,and sources of satisfaction for successor CEOs.