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

Jing Zhao (), Michael Carney (), Shubo Zhang () and Limin Zhu ()
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Jing Zhao: Renmin University of China
Michael Carney: Concordia University
Shubo Zhang: The Chinese University of Hong Kong
Limin Zhu: Renmin University of China

Asia Pacific Journal of Management, 2020, vol. 37, issue 2, No 2, 363-389

Abstract: Abstract 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.

Keywords: Family firms; Strategic change; Succession; Foriegn education; Performance (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (8)

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DOI: 10.1007/s10490-018-9568-x

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