Journal of
Marketing Development and Competitiveness






Scholar Gateway


Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)



JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS

CEO Succession Planning and Organizational Performance: A Human Capital Theory Approach


Author(s): John F. LeCounte, Leon C. Prieto, Simone T. A. Phipps

Citation: John F. LeCounte, Leon C. Prieto, Simone T. A. Phipps, (2017) "CEO Succession Planning and Organizational Performance: A Human Capital Theory Approach," Journal of Leadership, Accountability and Ethics, Vol. 14, Iss. 1, pp. 46-57

Article Type: Research paper

Publisher: North American Business Press

Abstract:

Chief Executive Officer (CEO) succession planning is a critical issue for organizations. The implications for an effective succession plan is far-reaching to the entire system, subsystems and external customers (Guthrie & Datta, 1998; Kesner & Sebora, 1994). This paper looks at the importance of talent management policies and practices as it relates to leadership pipelines, and provides a conceptual framework that organizations can adopt to ensure that they will always be prepared for CEO succession and maintain a competitive edge.