Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
4. • PAC Programa Auxiliar de Conversa
• English Funny Hour & Workshop
• Viatge de final de curs
de 4t de l’ESO a UK
• Estada lingüística a UK
• Exàmens oficials de Cambridge
• Programa AICLE
• Summer at School
• E-TWINNING Programa europeu
6. OBJECTIUS
• Potenciar la dimensió comunicativa en llengua anglesa,
a més del domini del català i del castellà.
• Conscienciar l’alumnat de la importància d’un bon
domini de l’anglès i d’aconseguir títols que ho certifiquin.
• Fer partíceps d’aquesta importància a tota la
comunitat educativa: pares, alumnes, professors…
8. ACTUACIONS
• FUNNY HOUR & ENGLISH WORKSHOP
Fem una hora complementària a EP i ESO a més de les hores
curriculars de llengua anglesa.
9. ACTUACIONS
• PROGRAMA AUXILIAR DE CONVERSA
Ja fa quatre anys que tenim un auxiliar de conversa natiu
que ens ajuda a reforçar la part oral de la llengua.
11. + ACTUACIONS
• VIATGE 4 DE L’ESO A UK
t
Fa tres anys que hem optat per fer el viatge de final de curs
de 4t de l’ESO a UK.
12. + ACTUACIONS
• ESTADA LINGÜÍSTICA A UK
Fa dos anys que fem una estada lingüística a UK,
acabat el curs escolar.
13. + ACTUACIONS
• EXÀMENS OFICIALS DE CAMBRIDGE
És el quart any que preparem i presentem alumnes de 2n i 4t
de l’ESO i el 2n que presentem a alumnes de 6è als exàmens oficials
de Flyers, KET i PET de Cambridge, amb resultats positius.
14. + ACTUACIONS
• PROGRAMA AICLE
Fem 1 hora de “Science” a la setmana a 4t de EP i una part de Cultura
Clàssica a 3r de l’ESO.
15. + ACTUACIONS
• SUMMER AT SCHOOL
Fa tres anys que organitzem aquest esplai d’anglès.
Primera quinzena de Juliol.