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Why New Executives Often Fail

Why New Executives Often Fail The first six months or so of a new senior executives appointmentare crucial to his or her success. Two contrasting case studies arepresented, one of an executive who acted too hastily, and one whodeferred action for too long. There is no right or wrong way for a newexecutive to act, it is argued, so success will be based on a thoroughunderstanding of the brief, and the culture in the organisation to whichthe executive has been appointed. The author draws attention to thecrucial expectation window, during which time theexecutive must demonstrate results. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Why New Executives Often Fail

Management Decision , Volume 29 (7) – Jul 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0025-1747
DOI
10.1108/EUM0000000000076
Publisher site
See Article on Publisher Site

Abstract

The first six months or so of a new senior executives appointmentare crucial to his or her success. Two contrasting case studies arepresented, one of an executive who acted too hastily, and one whodeferred action for too long. There is no right or wrong way for a newexecutive to act, it is argued, so success will be based on a thoroughunderstanding of the brief, and the culture in the organisation to whichthe executive has been appointed. The author draws attention to thecrucial expectation window, during which time theexecutive must demonstrate results.

Journal

Management DecisionEmerald Publishing

Published: Jul 1, 1991

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