Abstract

Founder CEO Succession is known to be particularly difficult in founder managed firms (FMFs) and failure rates are high. Yet some firms do succeed and develop into sustainable organizations. We know rather little, however, about the necessary conditions and key determinants of successful founder CEO succession and how founders and successors in these successful firms deal with the challenges and dilemmas in the succession process. To fill that gap, we conducted in-depth case studies of four successful and four unsuccessful founder-CEO successions to non-family members in non- state-owned firms in China. Four patterns of founder CEO succession emerged in our study. We identify the necessary conditions and critical actions required of successful founder CEO succession, and develop policy recommendations for both founders and successors.

Keyword

Abstract

古驰家族故事的开头与其他奢侈品牌的发籾有着很多的相同之处。1899年,17岁的意大利少年古驰奥·古驰(GuccioGucci)辗转来到繁华的大都市英国伦敦,成为了奢华的索威酒店厨房里一名不起眼的帮工。那些印有客人名字缩写字母的豪华行李箱和帽子盒都令古驰奥心向往之,他意识到商品的精细品质和高昂价格,是彰显身份、财富与成就的重要标志。

Keyword

家族史 ;  品牌 ;  大都市 ;  意大利 ;  行李箱 ;  厨房 ;  酒店 ;  豪华

Abstract

Fortune Makers analyzes and brings to light the distinctive practices of business leaders who are the future of the Chinese economy. These leaders oversee not the old state-owned enterprises, but private companies that have had to invent their way forward out of the wreckage of an economy in tatters following the Cultural Revolution. Outside of brand names such as Alibaba and Lenovo, little is known, even by the Chinese themselves, about the people present at the creation of these innovative businesses. Fortune Makers provides sharp insights into their unique styles--a distinctive blend of the entrepreneur, the street fighter, and practices developed by the Communist Party--and their distinctive ways of leading and managing their organizations that are unlike anything the West is familiar with. When Peter Drucker published Concept of the Corporation in 1946, he revealed what made large American corporations tick. Similarly, when Japanese companies emerged as a global force in the 1980s, insightful analysts explained the practices that brought Japan's economy out of the ashes--and what managers elsewhere could learn to compete with them. Now, based on unprecedented access, Fortune Makers allows business leaders in the United States and the rest of the West to understand the essential character and style of Chinese corporate life and its dominant players, whose businesses are the foundation of the domestic Chinese market and are now making their mark globally.

Keyword

Abstract

Keyword

Abstract

Keyword

Abstract

Keyword

Abstract

经过多年的观察，我们发现高管领导力的培养通常会经历三个阶段：首先在职业发展初期，管理者和专业人才通过学习商业技能和规律，增强分析和预测能力；之后，他们在商战中逐渐积累行业知识、经验、人脉和个人品牌，负责更加具有挑战性的项目，并在众多竞争者中脱颖而出，成为组织的高层管理者；到第三个阶段，也就是当他们工作10-15年左右时，他们不仅处于职业发展的关键阶段，也是人生的重要转折点。在这个阶段，高管们开始意识到生命有限，不仅迫切希望实现事业上的成功，也开始思考与探索生命的意义。

Keyword

Abstract

Shared leadership is a type of team leadership structure through which multiple team members perform team leadership functions in their pursuit of team goals. In the current study, we develop a multilevel model that explains the role of communication networks in the formation of shared leadership and its underlying individual-level process through interpersonal trust. We further investigate the effect of shared leadership on team performance. We examined this model by using multisource, multiwave data collected from 312 executive MBA members of 64 project teams participating in an enterprise simulation. Results revealed that individual communication network centrality had a positive effect on informal leader emergence via interpersonal trust network centrality. Team communication network structure influences team leadership structure, which in turn influences objective team performance. Our study advances shared leadership research by using a multilevel approach to explain the effects of communication networks on the formation of shared leadership and by showing the effect of shared leadership on objective team performance.

Keyword

Abstract

腾龙公司是一家具有代表性的私营企业。在上市后，其创始人持有公司绝大部分股份，且兼任董事长和CEO。本案例从腾龙公司独立董事张教授的角度，全面反思了这家上市公司董事会的公司治理实践。使张教授倍感不解的是，虽然该公司的治理活动非常弱，但它有很好的市场业绩表现。在反思其作为独立董事的各种经历时，张教授不禁思考：腾龙公司的董事会到底有没有问题？董事会的有效管理应该做什么，不应该做什么？

Keyword

董事会 ;  创始人 ;  董事绩效 ;  公司治理

Abstract

本案例以CEO外部继任为核心主题。2007至2009年期间，上市公司杭秀房地产多元化投资、进军全国市场等战略先后受挫，业绩指标下滑，内部管理问题凸显。为提高绩效、改善管理，公司实际控制人兼董事长林建国于2010年引进了原国企高管陈涛出任总裁。经过六个月的深入调查分析，陈涛推出了对集团总部与项目公司全面实施责权利改革的方案。林董一开始是支持陈涛改革的，改革方案公布前也征得了其本人同意。 但方案推出后，执行上却遇到种种阻力。由于四面八方的压力，林董出面叫停，要求陈涛暂时搁置改革方案，先抓销售业绩。空降总裁陈涛该怎么办？

Keyword

民营企业 ;  CEO更替 ;  空降兵 ;  房地产