Turnover at the Top: The Digital Transformation and Dismissal of Chairman and CEO

Companies increasingly implement digital transformation strategies to promote efficiency. Nevertheless, there are few concerns about employees' acceptance of the changes, especially the executives' adaptability, which is an important part of digital transformation strategy implementation....

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Published inFrontiers in psychology Vol. 13; p. 883192
Main Authors Qi, Jipeng, Zhou, Yaxian, Lv, Wendai, Du, Qiyue, Liu, Ran, Liu, Caixing
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 02.05.2022
Subjects
digital transformation
dynamic managerial capital theory
political connection
Psychology
social capital
social networks
turnover
social capital
political connection
digital transformation
turnover
dynamic managerial capital theory
social networks
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Summary:Companies increasingly implement digital transformation strategies to promote efficiency. Nevertheless, there are few concerns about employees' acceptance of the changes, especially the executives' adaptability, which is an important part of digital transformation strategy implementation. By utilizing the "searching-matching" in keywords of the annual reports of public listed companies in China, we measured the degree of corporate digital transformation to analysis its influence on the turnover rate of the Chairman and CEO. We found that digital transformation decreases the possibility of Chairman and CEO's turnover. Derived from the dynamic managerial capital theory, we demonstrated that executives' social network and political connections both have a moderate effect on the relationship between digital transformation and the turnover rate of executives. These findings will contribute to the digital transformation research by integrating with executives' dynamic managerial capital which is attained through social networks and political connections.
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Reviewed by: Youngsang Kim, Sungkyunkwan University, South Korea; Jakub Horák, Institute of Technology and Business, Czechia
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Edited by: Wangshuai Wang, Xi’an Jiaotong-Liverpool University, China
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2022.883192