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Purpose The purpose of the paper is to look at CEO succession in light of regulations and post‐Sarbanes‐Oxley (post‐SOX) dynamics. Design/methodology/approach Describes best‐in‐class practices for boards of directors responsible for CEO succession. Findings Finds that the post‐SOX dynamics promise to even further confound boards of directors' responsibilities for succession planning and execution. Originality/value Provides some practical guidelines that may facilitate CEO succession in the challenging post‐SOX business environment.
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Dalton et al. (2007) studied this question.
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