• norsk
    • English
  • English 
    • norsk
    • English
  • Login
View Item 
  •   Home
  • Handelshøyskolen BI
  • Student papers
  • Master of Science
  • View Item
  •   Home
  • Handelshøyskolen BI
  • Student papers
  • Master of Science
  • View Item
JavaScript is disabled for your browser. Some features of this site may not work without it.

How Leadership Transitions Are Coordinated in Practice: A Comparative Multiple-Case Study of Large Private Companies in Norway

Lundh, Thomas Nordby
Master thesis
Thumbnail
View/Open
Master Thesis (7).pdf (768.9Kb)
Appendix A Interview Guide.pdf (131.0Kb)
Appendix B Table Overview of practices during leadership transitions.pdf (95.40Kb)
Appendix C Participant 1s Resources.pdf (216.3Kb)
URI
https://hdl.handle.net/11250/3035134
Date
2022
Metadata
Show full item record
Collections
  • Master of Science [1823]
Abstract
This study explored an expected gap between Dale’s (2014; 2015) framework and how leadership transitions are coordinated in a Norwegian context. The aim was to test Dale’s framework against existing practice and clarify the extent to which there is a gap between Dale’s framework and practice. This aim was operationalized by three objectives, to compare and contrast Dale’s prescribed: (1) practices, (2) roles, and (3) capabilities related to leadership transitions. To accomplish the research objectives a comparative multiple-case study design was used to compare large private companies in Norway that have operated for more than 10 years. Maximum variation case selection was used to select 11 such cases and data was collected using semi-structured interviews with one HR professional per case studied.

The key findings from the analysis indicated that approaches to coordinating leadership transitions varied greatly, coordination efforts depended on circumstance, coordination efforts lacked balance, and coordination efforts were largely focused on talent. These findings are discussed in relation to what leadership transitions are like from the perspective of human resources and what role Dale’s (2014) framework plays in human resources’ leadership transitions. The conclusion drawn from the discussion were that there is quite a large gap between Dale’s framework and participants’ descriptions of what leadership transitions are like.
Description
Masteroppgave(MSc) in Master of Science in Leadership and Organizational Psychology - Handelshøyskolen BI, 2022
Publisher
Handelshøyskolen BI

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit
 

 

Browse

ArchiveCommunities & CollectionsBy Issue DateAuthorsTitlesSubjectsDocument TypesJournalsThis CollectionBy Issue DateAuthorsTitlesSubjectsDocument TypesJournals

My Account

Login

Statistics

View Usage Statistics

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit