Abstract
While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.
Highlights
Executives are high-level managers who are in charge of strategic administrative or managerial responsibilities within organizations [1]
We contributed to executive succession research by connecting with the literature of sustainable career development to investigate important experiences in the career-development process of newly hired executives from their individual perspective
As the previous literature mainly investigated the antecedents of successful executive succession from the organizational perspective [11,12,13], this research provided insight for the influencing factors and mechanisms of successful executive succession from the individual perspectives of newly hired executives
Summary
Executives are high-level managers who are in charge of strategic administrative or managerial responsibilities within organizations [1]. They occupy powerful and prestigious positions and are generally regarded as key organizational members, as their strategic decisions and leadership behaviors have important influences on the performance of enterprises [2,3]. Newly hired executives from outside the company hold diverse experience and knowledge compared with internal executives, which contributes to providing powerful external resources for implementing new business [5,6]. Executives hired from outside the company have a stronger incentive to achieve their career development through making strategic breakthroughs and innovations
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