How do non-family CEOs influence family firm innovation performance?
ISSN: 0025-1747
Article publication date: 30 August 2023
Issue publication date: 24 October 2023
Abstract
Purpose
While the relationship between non-family CEOs and corporate innovation in China has been widely studied, the results remain inconclusive. This study explores the relationship between non-family CEOs and corporate innovation in the context of intergenerational succession. It considers the background and background characteristics of non-family CEOs in an attempt to provide a theoretical foundation for human resource management and innovative strategic management that can be applied in the transformation of family companies.
Design/methodology/approach
The authors develop, then test, a series of hypotheses using an econometric analysis of a large sample of Chinese listed family firms. To control for endogeneity problems, such as missing variables in the model and the selectivity bias of the sample, propensity score matching (PSM) model is applied to analyze the panel data of 452 listed family firms from 2009–2019.
Findings
This study first validates the mechanism by which non-family CEO background characteristics affect innovation performance in family firms. It then reveals the varying moderating effects of two stages of intergenerational succession (i.e. later-generation participation in management and later-generation take-over management) that influence the relationship between non-family CEOs and corporate innovation.
Originality/value
The study's findings based on upper echelon and imprinting theory complement and extend existing research by revealing the impact of non-family CEOs from different backgrounds, and also identifying the role of intergenerational succession in the relationship between non-family CEO background characteristics and innovation performance.
Keywords
Acknowledgements
The authors would like to express gratitude to the editors of MD, as well as the reviewers for their important and useful comments and suggestions. Also, the authors would like to thank PhD candidate Siyu Shao, of the School of Management in Xi'an Jiaotong University, for the contribution in the revision of the manuscript.
Since acceptance of this article, the following author(s) have updated their affiliations: Chengyixue Huang is at the North China Power Engineering Co., Ltd. of China Power Engineering Consulting Group.
This study is supported by the National Social Science Fund of China (No. 18XGL003).
Citation
Sun, W., Huang, C. and Su, Z. (2023), "How do non-family CEOs influence family firm innovation performance?", Management Decision, Vol. 61 No. 10, pp. 2945-2972. https://doi.org/10.1108/MD-05-2022-0705
Publisher
:Emerald Publishing Limited
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