Experience discrepancy in leadership succession: Does it matter? Evidence from the Elite European Soccer Clubs (1994-2015)

Frédéric Lassalle (), Pierre-Xavier Meschi () and Emmanuel Métais
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Frédéric Lassalle: CREGO - Centre de Recherche en Gestion des Organisations (EA 7317) - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE]
Pierre-Xavier Meschi: CERGAM - Centre d'Études et de Recherche en Gestion d'Aix-Marseille - AMU - Aix Marseille Université - UTLN - Université de Toulon
Emmanuel Métais: EDHEC - EDHEC Business School - UCL - Université catholique de Lille

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Abstract: The level of profile similarity between the new leader and the former one matters and will affect subsequent strategic change and thus performance. An excess of exploration as well as an excess of exploitation are detrimental to future performance. When replacing a leader, owners should take into consideration the profile and experience dissimilarities between the predecessor and the successor.

Keywords: Leadership succession; Sports clubs (search for similar items in EconPapers)
Date: 2018-07
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Published in Strategic Change, 2018, 27 (4), pp.403 - 416. ⟨10.1002/jsc.2212⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01882929

DOI: 10.1002/jsc.2212

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