How does an intra-family succession effect strategic change and performance in China's family firms?

被引：41

作者：

Zhao, Jing ^{[1
]}

Carney, Michael ^{[2
]}

Zhang, Shubo ^{[3
]}

Zhu, Limin ^{[1
]}

机构：

[1] Renmin Univ China, Sch Business, 59 Zhongguancun St, Beijing, Peoples R China

[2] Concordia Univ, John Molson Sch Business, 1445 De Maisonneuve Blvd, West Montreal, PQ H3G 1M6, Canada

[3] Chinese Univ Hong Kong, Sch Accountancy, Shatin, Hong Kong, Peoples R China

来源：

ASIA PACIFIC JOURNAL OF MANAGEMENT | 2020年 / 37卷 / 02期

关键词：

Family firms; Strategic change; Succession; Foriegn education; Performance; MODERATING ROLE; TOP-MANAGEMENT; CEO TENURE; ENTREPRENEURIAL ORIENTATION; SOCIOEMOTIONAL WEALTH; UPPER ECHELONS; FOUNDER; GOVERNANCE; IMPACT; BUSINESS;

D O I：

10.1007/s10490-018-9568-x

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Motivated by the sparse literature on succession dynamics in China and other transitional markets we consider the effects of initiating an intra-family leadership succession on firm strategic change and performance on a sample of publicly listed family firms from China. Grounded in upper echelons theory we find that the initiation of a succession process leads to significant strategic change. Based on generational differences between founders and successors we find the succession-strategic change relationship is positively moderated by a successor's international education. We also consider the strategic change to performance relationship.

引用

页码：363 / 389

页数：27

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