Hi there
You may wish to reflect on Christensen and Raynor's article in HBR, September 2003. The study of organisational failure is problematic as it has to be conducted expeditiously. The failure of Air New Zealand's subsidiary Ansett Australia has been attributed to the Chair/Acting CEO, see Lockhart, J. C. & Taitoko, M. (2005). An examination of shareholder-stakeholder governance tension: A case study of the collapses of Ansett Holdings and Air New Zealand. In, C. R. Lehman (Ed.), Advances in Public Interest Accounting, 11, (pp. 223 - 246). Oxford: Elsevier.
Sincerely
James Lockhart
James Lockhart, pmsc, MAgSc(Hons), PhD
Head of School
Graduate School of Business
Massey University
PO Box 11222
Palmerston North
New Zealand
-----Original Message-----
From: Business Policy and Strategy List [mailto:
BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of GUOLI CHEN
Sent: Wednesday, 30 November 2005 5:26 p.m.
To:
BPS-NET@AOMLISTS.PACE.EDU
Subject: looking for an example of a CEO
Dear colleagues,
I am looking for some business magazines/newspapers citations, which ascribed a company¡¯s failure to its CEO¡¯s overwhelming association with other high-status individuals (e.g., senior government officials, bankers, celebrities and other top executives). And because of his/her distancing from lower-level employees or consumers, this CEO was unaware of emergent information about organization problems or business trend.
Thank you in advance!
Guoli
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GUOLI CHEN
Doctoral Candidate
436 Beam Building
Department of Management and Organization
Smeal College of Business
The Pennsylvania State University
University Park, PA 16802-1914
Tel: 1-814-863-0597
Fax: 1-814-863-7261
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