The Effects of Family Firm CEO Traditionality on Successor Choice: The Moderating Role of Socioemotional Wealth

被引：31
|
作者：
Lu, Feifei [1 ,2 ]
Kwan, Ho Kwong [3 ]
Zhu, Zhu [4 ]
机构：
[1] Shanghai Univ, Shanghai, Peoples R China
[2] Univ Technol Sydney, Sydney, NSW, Australia
[3] China Europe Int Business Sch CEIBS, Shanghai, Peoples R China
[4] Montclair State Univ, Montclair, NJ USA
来源：
FAMILY BUSINESS REVIEW | 2021年 / 34卷 / 02期
基金：
中国国家自然科学基金;
关键词：
CEO traditionality; family members’ identification; sense of dynasty; successor choice; TRANSFORMATIONAL LEADERSHIP; ORGANIZATIONAL CULTURE; BUSINESS RESEARCH; CONFUCIAN VALUES; VALUE CONGRUENCE; UPPER ECHELONS; PERFORMANCE; CHINA; ORIENTATION; RISK;
D O I：
10.1177/0894486520967832
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Drawing on upper echelons theory, this study examines how the traditionality of family chief executive officers (CEOs) influences the selection of their successors, and how this relationship is moderated by two dimensions of socioemotional wealth. Recognizing the central role of CEOs in determining successors, we show that a family CEO's cultural values regarding traditionality have a significant positive effect on the probability that a family member is chosen as successor. We find that this relationship is strengthened by the family members' identification with the firm and weakened by the family members' sense of dynasty. Our contributions to theory and practice are discussed.
引用
收藏
页码：213 / 234
页数：22
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