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, Ho Kwong Kwan, Zhu Zhu

Management

Research output: Contribution to journal › Article › peer-review

14 Scopus citations

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
DOIs	https://doi.org/10.1177/0894486520967832
State	Accepted/In press - 2020

Keywords

CEO traditionality
family members’ identification
sense of dynasty
successor choice

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10.1177/0894486520967832

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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.",

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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.

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KW - family members’ identification

KW - sense of dynasty

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

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Keywords

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