The Influence of Intellectual Humility in External Successor CEOs on Corporate Strategic Change

Research shows that strategic change can reshape a company’s competitive advantage and significantly impact organizational performance. This study examines the role of Intellectual Humility (IH) in driving strategic change, particularly in the context of external successor CEOs. The overall aim of the study is to explore how external successor CEOs’ IH influences strategic change, and to uncover the underlying mechanisms at play. Based on the Upper Echelons Theory, the paper proposes a moderated mediation model to explore how strategic change occurs during external succession. It highlights the mediating role of strategic execution between IH and strategic change, and the moderating effect of organizational learning (OL). Data from 391 valid responses to electronic questionnaires from CEOs of companies established for over two years were analyzed. The results show that external successor CEOs’ IH positively influences strategic change, with strategic execution mediating this effect. However, organizational learning was found to have no significant moderating effect on this relationship. Our study fills a gap in the literature by highlighting IH as a key factor in external CEO succession. It challenges traditional views on succession and demonstrates how IH can enhance strategic execution and innovation. The findings suggest that IH should be a critical criterion in CEO selection, especially during leadership transitions, to optimize strategic change and improve long-term organizational success.