“Whom do I want to be the next CEO?” Desirable successor attributes in family firms

Abstract

The aim of our study is to understand whether different incumbent attitudes towards desirable successor attributes have an impact on their intention to nominate a family member or a non-family member as CEO and the extent to which this intention is moderated by the number of family members working in the firm as a proxy of socioemotional wealth preservation. Our main findings suggest that an incumbent's intention to nominate a family member as the next CEO increases when they believe family standing attributes to be important and decreases when they consider managerial competence attributes to be important. However, the latter relationship weakens as the number of family members working in the firm increases.

Family ownership and environmental performance: The mediation effect of human resource practices

“…Family blockholders are willing to exert their authority over firm strategy, act altruistically toward their family members, implement nepotism as a dominant culture, and create family dynasties through management succession (Astrachan, 2010;Firfiray, Cruz, Neacsu, & Gómez-Mejía, 2017;Handler, 1994;Schulze, Lubatkin, & Dino, 2003), among other actions accentuating family management entrenchment. As a result, family firms differ substantially from nonfamily firms regarding CEO successor intention (Basco & Calabrò, 2017), management development (e.g., Griffeth, Allen, & Barrett, 2006), and workplace justice perceptions ( Van der, Blondel, & Carlock, 2005), among other human resource issues. Family owners promote behavior and values undermining firm human resources, 6 such as entitlement (Aronoff, 2004;Schulze et al, 2003), preferential or asymmetric treatment (e.g., bifurcation bias, Daspit et al, 2018;Jennings, Dempsey, & James, 2017), and parental altruism (Lubatkin, Schulze, Ling, & Dino, 2005;Schulze, Lubatkin, & Dino, 2002).…”

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

“…In line with the research stream investigating the antecedents of succession intention at the individual level (e.g., Basco & Calabrò, 2017), we focus on organization-level antecedents—namely, family strategic resources—as drivers of CEO succession intention. Indeed, extant research has shown that resources and resource providers are seen as relevant predictors of family firms’ strategic decisions, such as succession (Davis & Harveston, 1998).…”

“…However, and in line with the mainstream management literature, scarce attention has been devoted to the presuccession phase (Berns & Klarner, 2017). In particular, the nomination phase, which involves identifying the range of succession candidates and developing the succession intention (Basco & Calabrò, 2017), represents an untapped research area that deserves further attention. In fact, it is during this phase that, often disregarding the idea of an heir apparent, family members develop their intention regarding nominating either a family or a nonfamily member as the next CEO (Le Breton-Miller et al, 2004).…”

Género y Sucesión en Pymes Familiares del Norte de México

“…Por lo anteriormente señalado, el autor expone la conveniencia de la incorporación de hijos de los fundadores en la empresa de manera laboral con dos años de anticipación al proceso, con el fin de que aprendan las actividades y funcionamiento de la organización (Monsó, 2005). El instrumento utilizado, fue retomado de los autores Basco & Calabrò (2016) conformado por 13 ítems de información demográfica dónde se indaga información tanto de la empresa como del participante para la correcta caracterización de la conformación de las EF de la localidad y nueve preguntas para determinar el nivel de importancia brindado a ciertos elementos considerados determinantes para la elección del sucesor, primero de la dimensión de atributos familiares (AF) con 5 reactivos (orden de nacimiento, edad, parentesco, género y disponibilidad de compartir la propiedad) y; segundo los atributos de competencia administrativa (AA) con cuatro ítems (experiencia y habilidades financieras y de marketing, experiencia laboral externa a la EF y la trayectoria y desempeño profesional) (ver tabla 1), mediante una escala tipo Likert de cinco puntos, los cuales van desde nada importante (uno) hasta muy importante (cinco); los elementos mostraron un nivel de confiabilidad considerable pues el alfa de Cronbach figura con .713. versión 21 para capturar y analizar los datos obtenidos durante el trabajo de campo y posteriormente presentar resultados de la investigación, los cuales se centran en las 52 respuestas obtenidas en las organizaciones de tipo familiar, que suman 47. Éstos mantienen una media de respuesta de 3.468.…”