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1、535433JOMXXX10.1177/0149206314535433JournalofManagementMooneyetal./SelectionofanInterimCEOresearch-article2014JournalofManagementVol.XXNo.X,MonthXXXX1–21DOI:10.1177/0149206314535433©TheAuthor(s)2014Reprintsandpermissions:sagepub.com/journalsPermissions
2、.navTheSelectionofanInterimCEO:BoundaryConditionsandthePursuitofTemporaryLeadershipChristineHegartyMooneyNorthernIllinoisUniversityMatthewSemadeniIdaleneFayeKesnerIndianaUniversityMoreandmoreboardsaretappinginterimCEOstotemporarilyfillthecorneroffice.P
3、riorresearchindicatesthenegativeperformanceimplicationsofthisdecision;yet,littleisknownabouttherationalebehindthisdecision.Ouraimistofillthisresearchgap.Drawingonagencyandhumancapabilitiesframeworks,weexaminedthecontextualelementsthatinfluenceaboard’sd
4、ecisiontopursuetemporaryleadership.Withinasampleof375successionsoccurringbetween1998and2005,wefoundthatboardsofdirectorsweremorelikelytoselectinterimCEOsundercertainsuccessionconditions,namely,whenthepriorCEOwasforcedoutandtherewasnoheirapparentorwhent
5、hepriorCEOhadservedforashorttenure.Ourresultshighlighttheimportanceofcontextinsuccessionselectionsandprovideinsightsintowhyaboardwouldpursueadecisionwithseeminglynegativerepercussions.Implicationsfortheoryandpracticearediscussed.Keywords:interimCEOsucc
6、ession;agencytheory;humancapabilities;eventstudiesAtatimewhenboardsofdirectorsareunderincreasingpressuretodevelopcomprehen-sivesuccessionplanstoselectthe“right”CEO,anewtrendhasemerged—theselectionofinterimCEOs(Ballinger&Marcel,2010;Liang,Yanxin,Wu,&Zha
7、ng,2012;Mooney,Acknowledgment:WearegratefulforthecommentsandrecommendationsfromtheeditorSuchetaNadkarniandtwoanonymousreviewers.Correspondingauthor:ChristineHegartyMooney,NorthernIllinoisUniversity,BarsemaHall245M,DeKalb,IL60115,USA.E-mail:chmooney@niu
8、.edu1Downloadedfromjom.sagepub.comatPENNSYLVANIASTATEUNIVonSeptember17,20162JournalofManagement/MonthXXXXSemadeni,&Kesner,2012).BallingerandMarcel(2010)initiatedaformalconversationaboutinterimCEOsuccessionsandtheirsubsequenteffectonorga
