CEO Succession, Honing, and Enterprising: A Promising Way to Achieve Small Business Performance?

Journal of Developmental Entrepreneurship, Vol. 13, No. 2, pp. 117-132, 2008

Posted: 25 Apr 2010

See all articles by Joakim Wincent

Joakim Wincent

Lulea University of Technology (LTU); Swedish School of Economics and Business Administration

Date Written: June 1, 2008

Abstract

This study examines CEO succession in small firms and the impact of CEO honing and enterprising competence on firm performance within a contingency framework. In a study of 162 small firms, we hypothesize that a newly appointed CEO will bring entrepreneurship to its small firms, but the results do not support this. Instead, the results indicate that a new CEO tends to introduce honing in the firm. Only CEO market enterprising had a direct relation to better performance. However, we find several instances of moderation effects attributable to strategic competence, environmental uncertainty, and the nature of tasks in the company.

Keywords: CEO succession, honing, enterprising, contingency, performance

Suggested Citation

Wincent, Joakim, CEO Succession, Honing, and Enterprising: A Promising Way to Achieve Small Business Performance? (June 1, 2008). Journal of Developmental Entrepreneurship, Vol. 13, No. 2, pp. 117-132, 2008, Available at SSRN: https://ssrn.com/abstract=1500718

Joakim Wincent (Contact Author)

Lulea University of Technology (LTU) ( email )

971 87 Lulea
Porson
Sweden

Swedish School of Economics and Business Administration ( email )

P.O. Box 479
FI-00101 Helsinki, 00101
Finland

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