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Home / Organisational and Social Dynamics, Volume 20, Number 2

A strategy-as-practice model on executive succession: group dynamics, objectification, and trust—Part II

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Author: Osnes, Gry

Source: Organisational and Social Dynamics, Volume 20, Number 2, Autumn 2020, pp. 154-172(19)

Publisher: Karnac Books

The aim of this article was to analyse the complexity of successions and, counteracting destructive group dynamics, to present a strategy model. An in-depth case study of several successions within the same organisation was used. Several chair of board and CEO successions would restore and develop the trust of employees and stakeholders. By executing effective succession processes, a governance structure creates legitimacy and trust. The research identified different "doings", called praxes, that objectified (Bollas, 1999) the succession dynamics. The more active and less habitual, the more effective was the execution of the strategy praxes. A longitudinal action research project included participative bottom-up processes, facilitative processes, coaching, observations of the board, interviews, and archive data.

Keywords: CHAIR OF BOARD AND CEO ROLE; DISRUPTIVE CHANGE; EXECUTIVE SUCCESSION; GROUP DYNAMICS; STRATEGY-AS-PRACTICE THEORY

Document Type: Research Article

Publication date: September 1, 2020

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  • Organisational and Social Dynamics is a forum for the publication of theoretical and applied papers that are relevant and accessible to an international readership; and, one where writers from psychoanalytic, group relations, and systems perspectives can address emerging issues in organisations and societies throughout the world.

    It aims to sustain a creative tension between scientific rigour and popular appeal, both developing conversations with the professional and social scientific world and opening up these conversations to practitioners and reflective citizens everywhere. We wish to attract manuscripts from contributors who are aware of their own values, suppositions and assumptions, the influence of counter-transference in their work, whatever form it takes, and the ability to connect the internal world of individuals and groups with societal and global processes.
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