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CEO succession: some finer – and perhaps provocative – points

Dan R. Dalton (Director of the Institute for Corporate Governance, Harold A. Poling Chair of Strategic Management, and Dean Emeritus of the Kelley School of Business, Indiana University)
Catherine M. Dalton (The 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: 8 May 2007

1782

Abstract

Purpose

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The paper discusses some finer points on CEO succession.

Design/methodology/approach

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This as a viewpoint paper in which the authors discuss the merits and disadvantages of various approaches to CEO succession

Findings

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CEO succession planning is a fundamental element of enterprise risk. A board must have an effective CEO and the board must have a means to replace the CEO. Boards must have succession processes in place for the routine and the unplanned emergency.

Originality/value

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It is hoped that the discussion will direct more attention to CEO succession and its challenges.

Keywords

Citation

Dalton, D.R. and Dalton, C.M. (2007), "CEO succession: some finer – and perhaps provocative – points", Journal of Business Strategy, Vol. 28 No. 3, pp. 6-8. https://doi.org/10.1108/02756660710746300

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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