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)

Research output: Contribution to journalJournal

24 Citations (Web of Science)
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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 languageEnglish
JournalFamily Business Review
Issue numberOnlineFirst
DOIs
Publication statusPublished - 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

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