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

Feifei Lu; Ho Kwong Kwan; Zhu Zhu

doi:10.1177/0894486520967832

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

Feifei Lu (First Author), Ho Kwong Kwan (Participant Author), Zhu Zhu (Participant Author)

Organizational Behavior/Human Resource Management

Research output: Contribution to journal › Journal

28 Citations (Web of Science)

185 Downloads (Pure)

Abstract

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.

Original language	English
Journal	Family Business Review
Issue number	OnlineFirst
DOIs	https://doi.org/10.1177/0894486520967832
Publication status	Published - 2020

Corresponding author email

lvfeifei87@hotmail.com

Project sponsor

National Social Science Fund of China

Project name

家族期望与新创企业成长机制研究

Project No.

71702195

Keywords

CEO traditionality
family members’ identification
sense of dynasty
successor choice

Indexed by

ABDC-A
Scopus
SSCI

Access to Document

10.1177/0894486520967832Licence: CC BY-NC-ND

The Effects of Family Firm CEO Traditionality on Successor Choice-The Moderating Role of Socioemotional WealthAccepted author manuscript, 925 KBLicence: CC BY-NC-ND

OpenUrl availability

Full text

Cite this

@article{70121333e0c94aa0984c160478dbd3ec,

title = "The Effects of Family Firm CEO Traditionality on Successor Choice: The Moderating Role of Socioemotional Wealth",

abstract = "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{\textquoteright}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{\textquoteright} identification with the firm and weakened by the family members{\textquoteright} sense of dynasty. Our contributions to theory and practice are discussed.",

keywords = "CEO traditionality, family members{\textquoteright} identification, sense of dynasty, successor choice, CEO traditionality, family members{\textquoteright} identification, sense of dynasty, successor choice",

author = "Feifei Lu and Kwan, {Ho Kwong} and Zhu Zhu",

year = "2020",

doi = "10.1177/0894486520967832",

language = "English",

journal = "Family Business Review",

issn = "0894-4865",

publisher = "SAGE Publications Inc.",

number = "OnlineFirst",

}

TY - JOUR

T1 - The Effects of Family Firm CEO Traditionality on Successor Choice: The Moderating Role of Socioemotional Wealth

AU - Lu, Feifei

AU - Kwan, Ho Kwong

AU - Zhu, Zhu

PY - 2020

Y1 - 2020

N2 - 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.

AB - 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.

KW - CEO traditionality

KW - family members’ identification

KW - sense of dynasty

KW - successor choice

KW - CEO traditionality

KW - family members’ identification

KW - sense of dynasty

KW - successor choice

UR - https://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=ceibs_wosapi&SrcAuth=WosAPI&KeyUT=WOS:000586118000001&DestLinkType=FullRecord&DestApp=WOS

U2 - 10.1177/0894486520967832

DO - 10.1177/0894486520967832

M3 - Journal

SN - 0894-4865

JO - Family Business Review

JF - Family Business Review

IS - OnlineFirst

ER -

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

Abstract

Corresponding author email

Project sponsor

Project name

Project No.

Keywords

Indexed by

Access to Document

OpenUrl availability

Other files and links

Fingerprint

Cite this