“适应”还是“破坏”?CEO外部继任对企业业绩影响的边界条件跨层次研究  

Adaptive or Disruptive?A Cross-level Research on the Contingencies of the Effect of CEO Outside Succession on Firm Performance

作　　者：刘鑫 吕荣杰[1] 薛有志[2] Liu Xin;Lv Rongjie;Xue Youzhi(School of Economics and Management,Hebei University of Technology,Tianjin 300401;School of Business,Nankai University,Tianjin 300071)

机构地区：[1]河北工业大学经济管理学院,天津300401 [2]南开大学商学院,天津300071

出　　处：《管理评论》2022年第3期229-242,共14页Management Review

基　　金：国家社会科学基金一般项目(17BGL112)。

摘　　要：本研究基于中国特定管理情境,将“组织适应论”与“组织破坏论”两种理论观点加以整合,探索影响CEO继任来源与企业业绩之间关系的情境要素及作用机制。通过个体、团队和组织维度三个层次对外部CEO继任者所面临的动态情境加以分析,本研究提出了影响CEO外部继任与继任后企业业绩关系的边界条件,并以2008—2015年中国A股上市公司为样本进行了实证检验。研究发现,CEO与高管团队成员的相似性有助于外部CEO继任者发挥“适应性效应”,提升继任后企业业绩;CEO职能背景的丰富性和继任前企业业绩加强了外部CEO继任者的“破坏性效应”,降低继任后企业业绩。The paper integrates the“organizational adaptive view”with“organizational disruptive view”on basis of the context characteristic of Chinese culture to explore the boundary conditions that affect the relationship between outside CEO and post-succession firm performance.By analyzing the dynamic situation confronting outside CEOs from three dimensions:person,team and organization,the paper puts forward the boundary conditions that affect the relationship between outside CEO succession and post-succession firm performance,followed by an empirical test with Chinese listed companies from 2008 to 2015.The results indicate that the similarity between CEO and TMT member negatively moderates the relationship between outside CEO succession and post-succession firm performance;the munificence of CEO functional background and firm performance upon succession positively moderate the relationship between outside CEO succession and post-succession firm performance.

关 键 词：CEO外部继任 企业业绩 相似性 职能背景 

分 类 号：F272.5[经济管理—企业管理] F272.91[经济管理—国民经济]