The Enigma of the Family Successor–Firm Performance Relationship: A Methodological Reflection and Reconciliation Attempt-Reference-Cited by-同舟云学术

The Enigma of the Family Successor–Firm Performance Relationship: A Methodological Reflection and Reconciliation Attempt

Published:2019-01-29 Issue:3 Volume:43 Page:437-474
ISSN:1042-2587
Container-title:Entrepreneurship Theory and Practice
language:en
Short-container-title:Entrepreneurship Theory and Practice

Author:

Ahrens Jan-Philipp¹^ORCID,Calabrò Andrea²^ORCID,Huybrechts Jolien³,Woywode Michael¹⁴

Affiliation:

1. Department of Business Studies, University of Mannheim, School of Business Studies and Economics, Mannheim, Germany

2. IPAG LAB, IPAG Business School, Nice, IPAG Family Business Institute (IFBI), France

3. School of Business and Economics, Department of Organization and Strategy, Maastricht University, Maastricht, The Netherlands

4. Centre of European Economic Research, Mannheim, Germany

Abstract

Empirical studies examining firm performance following CEO succession in family firms predominantly document inferior performance of family successors. This evidence is at odds with general theoretical literature that attests a positive effect of family involvement inside the firm. To explore this enigma, we theoretically and empirically disentangle the influence of the CEO attribute family member (i.e., the CEO is affiliated to the family) on post-succession firm performance, from other, distinct CEO attributes (e.g., CEO-related human capital). Our analysis on the individual CEO level shows that after respective controls, the family member attribute is significantly positively related to post-succession firm performance.

Publisher

SAGE Publications

Subject

Economics and Econometrics,Business and International Management

Link

http://journals.sagepub.com/doi/pdf/10.1177/1042258718816290

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1. Are outsiders handicapped in CEO successions?

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