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Stockholder Reactions to CEO Changes in Large Corporations

Michael H. Lubatkin, Kae H. Chung, Ronald C. Rogers, James E. Owers

Academy of Management Journal · 1989 · Volume 32 · Issue 1

DOI: 10.5465/256419

Abstract

The literature on leadership suggests that the performance context of a succession event and the origin of a newly appointed leader moderate the relationship between the succession and its consequences for performance in large corporations. We tested that premise with data from 477 large corporations and a measure of excess stock market returns. The findings show that investors are most favorably predisposed to successions in which outsiders are appointed to financially healthy firms.

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