Advanced
search

To read this content please select one of the options below:

CEO succession: best practices in a changing environment

Dan R. Dalton (Director of the Institute for Corporate Governance and Harold A. Poling Chair of Strategic Management in the Kelley School of Business, Indiana University.)
Catherine M. Dalton (David H. Jacobs Chair of Strategic Management, Editor of Business Horizons, and Research Director of the Institute for Corporate Governance in the Kelley School of Business, Indiana University.)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 6 March 2007

2285

Abstract

Purpose

–

The purpose of the paper is to look at CEO succession in light of regulations and post‐Sarbanes‐Oxley (post‐SOX) dynamics.

Design/methodology/approach

–

Describes best‐in‐class practices for boards of directors responsible for CEO succession.

Findings

–

Finds that the post‐SOX dynamics promise to even further confound boards of directors' responsibilities for succession planning and execution.

Originality/value

–

Provides some practical guidelines that may facilitate CEO succession in the challenging post‐SOX business environment.

Keywords

Citation

Dalton, D.R. and Dalton, C.M. (2007), "CEO succession: best practices in a changing environment", Journal of Business Strategy, Vol. 28 No. 2, pp. 11-13. https://doi.org/10.1108/02756660710732602

Publisher

:

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

Related articles

Manage cookies

We’re listening — tell us what you think

Join us on our journey