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Becoming the CEO: the CEO identity construction process in the transition of newly appointed chief executivesProbert, Joana Amora 11 1900 (has links)
This study investigates the personal experience of newly appointed chief executives in
transitioning into the CEO role. Adopting an exploratory qualitative design, data was
obtained from two semi-structured interviews with 19 newly appointed chief executives,
for a total of 38 interviews.
The main contribution of this thesis to the extant literature is to show the ways in which
CEOs go through an identity construction process when transitioning into the role, which
is characterized in two ways. First, there exists a bi-directionality of influence between the
personal identity of the CEO and the organizational identity. Second, this process
comprises strong identity demands (lack of specificity of the role and weak situation) and
identity tensions (personal identity intrusion and identity transparency) that dispose new
CEOs towards an unbalance that promotes individuality.
This disequilibrium might hinder the integration of new chief executives into the
organization, since the data suggests that new CEOs are responsible for fostering their
own integration by connecting aspects of their personal identity with the identity and
culture of the organization. The thesis offers a theoretical model of the CEO identity
construction process and concludes with a series of propositions that address the
ramifications of these findings to our understanding of CEO succession.
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Becoming the CEO : the CEO identity construction process in the transition of newly appointed chief executivesProbert, Joana Amora January 2015 (has links)
This study investigates the personal experience of newly appointed chief executives in transitioning into the CEO role. Adopting an exploratory qualitative design, data was obtained from two semi-structured interviews with 19 newly appointed chief executives, for a total of 38 interviews. The main contribution of this thesis to the extant literature is to show the ways in which CEOs go through an identity construction process when transitioning into the role, which is characterized in two ways. First, there exists a bi-directionality of influence between the personal identity of the CEO and the organizational identity. Second, this process comprises strong identity demands (lack of specificity of the role and weak situation) and identity tensions (personal identity intrusion and identity transparency) that dispose new CEOs towards an unbalance that promotes individuality. This disequilibrium might hinder the integration of new chief executives into the organization, since the data suggests that new CEOs are responsible for fostering their own integration by connecting aspects of their personal identity with the identity and culture of the organization. The thesis offers a theoretical model of the CEO identity construction process and concludes with a series of propositions that address the ramifications of these findings to our understanding of CEO succession.
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