Some Consequences of Rapid Managerial Succession in Complex Organizations: A Validation Study.
AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OHIO SCHOOL OF SYSTEMS AND LOGISTICS
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Managerial succession, or the process by which managers come and go in a large organization, is thought to have significant effects on both the organization and on the attitudes of the managers involved. Previous research indicated that one set of attitudes affected by the managerial succession process is that set concerning organizational identification, or the degree to which the manager incorporates into his identity important organizational beliefs, attitudes, and values. Prior research had concluded that these attitudes of identification were affected by differences in tenure length of time in the organization or subunit, and differences in rates of succession indicative of mobility. The objective of this research was to determine if such relationships held true in a population consisting of company-grade aircraft maintenance officers serving at squadron level in selected major commands. Attitudes of identification were measured with the Air Force, with the major command, and with the squadron of assignment. Modified author abstract
- Personnel Management and Labor Relations