Attributive change in top management teams as a driver of strategic change

Riu Yokota; Hitoshi Mitsuhashi

doi:10.1007/s10490-007-9060-5

Attributive change in top management teams as a driver of strategic change

Riu Yokota, Hitoshi Mitsuhashi

Research output: Contribution to journal › Article › peer-review

24 Citations (Scopus)

Abstract

This study examines the role of top management team (TMT) member succession in breaking organizational inertia. We compare the impact of two types of change in TMTs-in member number and demographic heterogeneity-on subsequent strategic reorientation using data on the diversification activities of firms in the Japanese textile industry. Our findings suggest that executive succession does not trigger strategic change unless succession entails change in the values and interests of executives embedded in their demographic traits.

Original language	English
Pages (from-to)	297-315
Number of pages	19
Journal	Asia Pacific Journal of Management
Volume	25
Issue number	2
DOIs	https://doi.org/10.1007/s10490-007-9060-5
Publication status	Published - 2008 Jun
Externally published	Yes

Keywords

Demographic approach
Executive succession
Strategic change

ASJC Scopus subject areas

Business and International Management
Economics, Econometrics and Finance (miscellaneous)
Strategy and Management

Access to Document

10.1007/s10490-007-9060-5

Cite this

@article{529cea2d8e1148879fd434d54b6c16f2,

title = "Attributive change in top management teams as a driver of strategic change",

abstract = "This study examines the role of top management team (TMT) member succession in breaking organizational inertia. We compare the impact of two types of change in TMTs-in member number and demographic heterogeneity-on subsequent strategic reorientation using data on the diversification activities of firms in the Japanese textile industry. Our findings suggest that executive succession does not trigger strategic change unless succession entails change in the values and interests of executives embedded in their demographic traits.",

keywords = "Demographic approach, Executive succession, Strategic change",

author = "Riu Yokota and Hitoshi Mitsuhashi",

note = "Funding Information: Research support to the second author was provided by the Japanese Ministry of Education, Culture, Sports, Science, and Technology{\textquoteright}s Grant-in-Aid for Young Scientists (B; 18730240). We thank Steven White and three anonymous reviewers for their helpful and constructive comments. R.Yokota(*) . H. Mitsuhashi Institute of Policy and Planning Sciences, University of Tsukuba, Tennoudai 1-1-1, Tsukuba, Ibaraki 305-8573, Japan e-mail: yokota@asotk.com",

year = "2008",

month = jun,

doi = "10.1007/s10490-007-9060-5",

language = "English",

volume = "25",

pages = "297--315",

journal = "Asia Pacific Journal of Management",

issn = "0217-4561",

publisher = "Springer New York",

number = "2",

}

TY - JOUR

T1 - Attributive change in top management teams as a driver of strategic change

AU - Yokota, Riu

AU - Mitsuhashi, Hitoshi

N1 - Funding Information: Research support to the second author was provided by the Japanese Ministry of Education, Culture, Sports, Science, and Technology’s Grant-in-Aid for Young Scientists (B; 18730240). We thank Steven White and three anonymous reviewers for their helpful and constructive comments. R.Yokota(*) . H. Mitsuhashi Institute of Policy and Planning Sciences, University of Tsukuba, Tennoudai 1-1-1, Tsukuba, Ibaraki 305-8573, Japan e-mail: yokota@asotk.com

PY - 2008/6

Y1 - 2008/6

N2 - This study examines the role of top management team (TMT) member succession in breaking organizational inertia. We compare the impact of two types of change in TMTs-in member number and demographic heterogeneity-on subsequent strategic reorientation using data on the diversification activities of firms in the Japanese textile industry. Our findings suggest that executive succession does not trigger strategic change unless succession entails change in the values and interests of executives embedded in their demographic traits.

AB - This study examines the role of top management team (TMT) member succession in breaking organizational inertia. We compare the impact of two types of change in TMTs-in member number and demographic heterogeneity-on subsequent strategic reorientation using data on the diversification activities of firms in the Japanese textile industry. Our findings suggest that executive succession does not trigger strategic change unless succession entails change in the values and interests of executives embedded in their demographic traits.

KW - Demographic approach

KW - Executive succession

KW - Strategic change

UR - http://www.scopus.com/inward/record.url?scp=42149184691&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=42149184691&partnerID=8YFLogxK

U2 - 10.1007/s10490-007-9060-5

DO - 10.1007/s10490-007-9060-5

M3 - Article

AN - SCOPUS:42149184691

SN - 0217-4561

VL - 25

SP - 297

EP - 315

JO - Asia Pacific Journal of Management

JF - Asia Pacific Journal of Management

IS - 2

ER -

Attributive change in top management teams as a driver of strategic change

Abstract

Keywords

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this