Learning in Executive Teams and Replacing the Chief Executive

Quentin Lefebvre

Chapter 7 in Handbook of Top Management Teams, 2010, pp 71-76 from Palgrave Macmillan

Abstract: Abstract Executive teams are no longer perceived as machines with unlimited cognitive capacities. They suffer from internal dysfunctions, among which can be mentioned a phenomenon of inertia, or preference for the status quo. In this article we analyse the impact of appointing new executives as a factor in a learning process, when this learning is understood as an attempt to update the practices and beliefs obtaining within the executive teams. Our observations clearly show the existence of an original form of learning within executive teams, in the context of the appointment of a new chief executive.

Keywords: Organizational Learn; Chief Executive; Strategic Management Journal; Senior Executive; Learning Achievement (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30533-5_8

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DOI: 10.1057/9780230305335_8

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