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Continuity And Renewal At The Top: Performance Effects Of The Level, Extent, Type And Frequency Of Top Management Team Changes

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  • Olie René
  • Heijltjes Mariëlle G.
  • Glunk Ursula

    (METEOR)

Abstract

This study examines performance effects of changes in the top management team using an eleven-year period longitudinal research design with a sample of 45 major Dutch multinationals. Since changes at the top are a multi-faceted phenomenon, we study the topic from four different angles. Results indicate that the level of change in terms of CEO versus non-CEO changes and the extent of change in terms of the proportion of managers entering or exiting the team do not influence subsequent firm performance. Type and frequency of change however do matter. Our results indicate that renewal of top management teams in terms of non-retirement exits and limited outside entries can be beneficial for firm performance in the following year, especially when exits and entries are well aligned. On the other hand, a certain degree of continuity is also warranted. Too many outside entries at the same time were found to be disadvantageous in the short-run, while many CEO successions in a row were found to be disadvantageous in the longer-run.

Suggested Citation

  • Olie René & Heijltjes Mariëlle G. & Glunk Ursula, 2003. "Continuity And Renewal At The Top: Performance Effects Of The Level, Extent, Type And Frequency Of Top Management Team Changes," Research Memorandum 059, Maastricht University, Maastricht Research School of Economics of Technology and Organization (METEOR).
  • Handle: RePEc:unm:umamet:2003059
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    References listed on IDEAS

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    1. Danny Miller, 1991. "Stale in the Saddle: CEO Tenure and the Match Between Organization and Environment," Management Science, INFORMS, vol. 37(1), pages 34-52, January.
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    3. Godthelp, Marleen & Glunk, Ursula, 2003. "Turnover at the Top:: Demographic Diversity as a Determinant of Executive Turnover in The Netherlands," European Management Journal, Elsevier, vol. 21(5), pages 614-625, October.
    4. Allgood, Sam & Farrell, Kathleen A, 2000. "The Effect of CEO Tenure on the Relation between Firm Performance and Turnover," Journal of Financial Research, Southern Finance Association;Southwestern Finance Association, vol. 23(3), pages 373-390, Fall.
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    6. Leker, Jens & Salomo, Sören, 2000. "CEO turnover and corporate performance," Scandinavian Journal of Management, Elsevier, vol. 16(3), pages 287-303, September.
    7. Vincent L. Barker III, 2001. "Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts," Journal of Management Studies, Wiley Blackwell, vol. 38(2), pages 235-270, March.
    8. Donald C. Hambrick & Richard A. D'Aveni, 1992. "Top Team Deterioration as Part of the Downward Spiral of Large Corporate Bankruptcies," Management Science, INFORMS, vol. 38(10), pages 1445-1466, October.
    9. Denis, David J & Denis, Diane K, 1995. " Performance Changes Following Top Management Dismissals," Journal of Finance, American Finance Association, vol. 50(4), pages 1029-1057, September.
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    Keywords

    management and organization theory ;

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