Strategic inertia: The enduring impact of CEO specialization and strategy on following strategies
Journal of Business ResearchPublished 1 September 1994
Michael C. White, Mark W. Smith, Tim Barnett
Citations12
SJR quartileQ1
SJR score3.50
SNIP3.35
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Abstract
This study examined the influence of predecessor CEO specialization and beginning strategy on both predecessor and successor ending strategy in 173 Fortune 1000 firms over a 25-year history. The results revealed a condition of strategic inertia where predecessor CEO specialization and beginning strategy were simultaneously, but independently, significant in predicting not only the ending strategy of the predecessor CEO, but also the ending strategy of the succeeding CEO.
Keywords
Business, Management and Accounting
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