Eric W. Ford, MPH, PhD, is Professor, Bloomberg School of Public Health, Johns Hopkins University, Baltimore, Maryland. E-mail:
Health Care Manage Rev. 2018 Jan/Mar;43(1):61-68. doi: 10.1097/HMR.0000000000000112.
The relationship between Chief Executive Officer (CEO) succession and hospitals' competitive performance is an area of interest for health services researchers. Of particular interest is the impact on overall strategic direction and health system performance that results from selecting a CEO from inside the firm as opposed to seeking outside leadership. Empirical work-to-date has yielded mixed results. Much of this variability has been attributed to design flaws; however, in the absence of a clear message from the evidence, the preference for hiring "outsiders" continues to grow.
This paper investigates on the extent to which insider CEO succession versus outsider succession impacts hospitals' competitive advantage vis-à-vis a sample of organizations that compete in the same sector.
A hospital matching protocol based on propensity scores is used to control for endogeneity and makes comparisons of productivity across organizations through the use of stochastic frontier estimation.
Succession negatively impacts hospitals' productivity, and firms with outsider CEO succession events closed the gap toward the competitive advantage frontier faster than comparable firms with insider successions.
More research needs to be done on succession planning and its impact on CEO turnover.
首席执行官（CEO）继任与医院竞争绩效之间的关系是卫生服务研究人员感兴趣的一个领域。特别关注的是，从公司内部选择 CEO 而不是寻求外部领导对整体战略方向和卫生系统绩效的影响。迄今为止的实证工作得出的结果喜忧参半。这种变异性很大程度上归因于设计缺陷；然而，由于没有从证据中得出明确的信息，继续倾向于雇用“局外人”。
本文旨在研究内部 CEO 继任与外部 CEO 继任对与同行业竞争的样本组织相比，医院竞争优势的影响程度。
采用基于倾向得分的医院匹配协议来控制内生性，并通过随机前沿估计来比较组织之间的生产力。
继任对医院的生产力产生负面影响，具有外部 CEO 继任事件的公司比具有内部继任的可比公司更快地缩小了与竞争优势前沿的差距。
需要对继任规划及其对 CEO 离职的影响进行更多的研究。
