Power Transition (Research on the Replacement of Corporate Leaders)

Author: Liu Bing
Publisher:
Publish Date: 2006-09-01
Features: This book treats bargaining power as a key variable for understanding and analyzing the replacement and selection of corporate leaders. It argues that the power competitiveness of various stakeholders is the decisive factor, and this competitiveness depends on the relative resource holdings of the participants. On one hand, the power of a game participant is a relative concept; having relatively more power over one person may mean having relatively less power over another. On the other hand, the power of a game participant is a dynamic concept; strong relative power at one time may lead to changes in a participant's power as the competitive environment and game conditions evolve. This comparative power analysis enriches the research methods for corporate leader replacement and provides a methodological foundation for further in-depth study of the issue. By reviewing theories related to corporate leader replacement, the book divides the replacement process into three stages and constructs the corporate power competitiveness model, the corporate leader selection model under information asymmetry, and the term-season model. It forms the "relative power competition theory" for corporate leader replacement, the "matching perspective" for leader selection, and the "linkage theory" for leader succession, thereby establishing a logical framework and theoretical analysis for analyzing leader replacement issues in different types of enterprises. This book is one of the earliest systematic studies of corporate leader replacement in China. Through a review of theories related to corporate leader replacement, the book divides the replacement process into three stages and constructs the corporate power competitiveness model, the corporate leader selection model under information asymmetry, and the term-season model, forming the "relative power competition theory" for corporate leader replacement and the "matching perspective" for leader selection, as well as the "linkage theory" for leader succession, thereby establishing a logical framework and theoretical analysis for analyzing leader replacement issues in different types of enterprises.