Paradoxical process in the organizational change of the CEO succession: A case study from France

Abstract

Purpose

The purpose of this paper is to examine the paradoxes immanent in CEO succession.

Design/methodology/approach

This case study is based on stories of organizational change told by different actors in a family organization that experienced a CEO succession.

Findings

Admitting that every organization is complex by nature in the sense that it is an ongoing expression of paradox and uncertainty means that organizations must be complex in order to maintain the relationships with the environment and with employees.

Originality/value

This study examines CEO succession in small and medium‐sized firms. A crucial issue for research on organizations, it has been neglected in studies of organizational change.

Citation

Haddadj, S. (2006), "Paradoxical process in the organizational change of the CEO succession: A case study from France", Journal of Organizational Change Management, Vol. 19 No. 4, pp. 447-456. https://doi.org/10.1108/09534810610676653