Abstract
This paper synthesized" literature from both needs theory and role theory to formulate an preliminary view of organizational behavior. We presented four propositions concerning the relationship between a departing CEO's relative needs strengths and his or her subsequent degree of connectedness. We then discussed how the degree of connectedness of a departing CEO can impact the former as well as new CEO. Hopefully, this paper has furthered our understanding of the determinants and consequences of this form of turnover.
| Original language | English |
|---|---|
| Number of pages | 14 |
| Journal | Nanzan Management Review |
| State | Published - 1993 |
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