CEO SUCCESSION, HONING, AND ENTERPRISING: A PROMISING WAY TO ACHIEVE SMALL BUSINESS PERFORMANCE?

Mats Westerberg () and Joakim Wincent
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Mats Westerberg: Luleå University of Technology, SE-971 87, Luleå, Sweden
Joakim Wincent: Luleå University of Technology, SE-971 87, Luleå, Sweden

Journal of Developmental Entrepreneurship (JDE), 2008, vol. 13, issue 02, 117-132

Abstract: This study examines CEO succession in small firms and the impact of CEO honing and enterprising competence on firm performance within a contingency framework. In a study of 162 small firms, we hypothesize that a newly appointed CEO will bring entrepreneurship to its small firms, but the results do not support this. Instead, the results indicate that a new CEO tends to introduce honing in the firm. Only CEO market enterprising had a direct relation to better performance. However, we find several instances of moderation effects attributable to strategic competence, environmental uncertainty, and the nature of tasks in the company.

Keywords: CEO succession; honing; enterprising; contingency; performance (search for similar items in EconPapers)
Date: 2008
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Citations: View citations in EconPapers (3)

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DOI: 10.1142/S1084946708000880

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