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dc.contributor.authorCikaliuk, M
dc.contributor.authorErakovic, L
dc.contributor.authorJackson, B
dc.contributor.authorNoonan, C
dc.contributor.authorWatson, S
dc.date.accessioned2019-05-29T13:13:33Z
dc.date.available2019-05-29T13:13:33Z
dc.date.issued2015
dc.identifier.issn1833-3672
dc.identifier.doi10.1017/jmo.2018.23
dc.identifier.urihttp://hdl.handle.net/10072/381826
dc.description.abstractIn this case study we address the issue of CEO succession drawing directly on the experience of the board of directors of Air New Zealand. Despite extensive literature on CEO-board relations, there has been a scarce number of studies on managing the processes of CEO succession and appointment from the board perspective. Drawing on documentary sources as well as in-depth interviews with all board members and CEOs appointed in the period 2002–2013, we shed light on this important governance process primarily for teaching purposes. We emphasise the board’s role in the context of the transformation of the airline into an award-winning, financially performing company in a highly competitive and mature industry. The case study examines how the board developed, implemented, and managed a succession process for three CEOs that was sound in design and achieved its desired benefits. By focusing on board leadership and board processes our case study provides evidence that independent boards can shape a specific combination of governance practices which contribute to successful CEO transitions.
dc.description.peerreviewedYes
dc.languageEnglish
dc.publisherCambridge University Press
dc.publisher.placeUnited Kingdom
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto24
dc.relation.ispartofjournalJournal of Management and Organization
dc.subject.fieldofresearchBusiness and Management not elsewhere classified
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchSpecialist Studies in Education
dc.subject.fieldofresearchcode150399
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.subject.fieldofresearchcode1303
dc.titleBoard leadership and governance for clear-sighted CEO succession at Air New Zealand
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionPost-print
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.rights.copyright© 2018 e-Content Management Pty Ltd. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal website for access to the definitive, published version.
gro.hasfulltextFull Text
gro.griffith.authorJackson, Brad G.


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