The importance of strategic changes is widely acknowledged. Yet, prior studies have generally relied on segmented perspectives while treating firms as independent entities driven mainly by economic considerations. In this dissertation, which consists of three standalone yet complementary essays, I propose three frameworks to study strategic changes while considering CEOs and firms as actors embedded in a network setting. Essay One develops an extended resource-based framework in exploring when new CEOs will initiate strategic changes. Essay Two utilizes the social capital perspective to study the performance consequences of strategic changes. Essay Three, informed by the social network and social capital perspectives, investigates the conditions under which outside CEO successors can bring performance improvements. Overall, the three essays have demonstrated that strategic changes, as a complex and multi-dimensional construct, can be better understood by considering not only CEO influences, but also firm conditions, as well as network embeddedness.
| Identifer | oai:union.ndltd.org:CHENGCHI/U0003474707 |
| Creators | Weng, Huangche. |
| Publisher | The University of Texas at Dallas. |
| Source Sets | National Chengchi University Libraries |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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