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Investigating the impact of non-family CEOs: A review and agenda for future research
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
(English)Manuscript (preprint) (Other academic)
Abstract [en]

As the field of family business matures, research has focused on actors outside the owner family. The most important non-family member a family firm can hire is arguably a non-family CEO. Given the limited pool of family members, family firms regularly hire such actors, but our knowledge of them is fragmented. Using a systematic literature review, this article collects, organizes and structures current knowledge on the impact of non-family CEOs in family firms. I then propose a research agenda by engaging in ‘gapspotting’ and ‘assumption-challenging’, first outlining gaps in the existing literatures and proposing research questions to fill them, then identifying and problematizing three underlying assumptions in the literature. Finally, I develop alternatives to stimulate new research about non-family CEOs.

National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-41618OAI: oai:DiVA.org:hj-41618DiVA, id: diva2:1251345
Note

An earlier version of this paper has been presented at the 11th EIASM Workshop on Family Management Research 2015 in Lyon, France, and at the 1st International Family Business Research Forum 2015 in Witten/Herdecke, Germany, under the title “The Role of Non-Family Managers and CEOs in Family Firms: A Critical Review”.

Available from: 2018-09-27 Created: 2018-09-27 Last updated: 2018-09-27
In thesis
1. From professional interactions to relational work: Investigating relationships around non-family CEOs in family firms
Open this publication in new window or tab >>From professional interactions to relational work: Investigating relationships around non-family CEOs in family firms
2018 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Relationships constitute a central and significant part of our lives and form the very foundation on which organizations are built. They provide meaning to work, create connections, and ultimately shape organizations. This dissertation adds to the growing literature on workplace relationships by studying the chief executive officer (CEO) in an organizational form that is inherently built on relationships: the family firm. Focusing on the introduction of a non-family CEO in a family firm, this dissertation investigates the meaning of relationships for non-family CEOs, the work they perform, and the organizations they reside in. It builds on a diverse set of relational perspectives and uses conceptual approaches and in-depth longitudinal case research.

The first paper reviews, organizes and extends the literature on non-family CEOs by using gap-spotting and assumption-challenging. The second paper outlines how relationships in the triad between a non-family CEO and members of the current and next generation family owners influence whether a CEO stays or leaves the family firm. The third paper investigates how family firms adopt professional practices and outlines four modes of professionalization, showing how family firms‘ overprofessionalize’. The fourth paper follows a CEO succession and reorganization in a family firm over 16 months and investigates how contesting processes of job design and crafting change and create job systems.

This dissertation contributes by introducing relational work as a core aspect of a CEO’s work, by extending our knowledge about non-family CEOs in family firms and by challenging the understanding of professionalization in family firms. It also contributes to practice by providing guidelines for structuring relations between family owners and (prospective) non-family CEOs.

Abstract [sv]

Relationer är en central och betydande del av våra liv och utgör själva grunden i organisationers uppbyggnad. De ger mening åt vårt arbete, skapar kontakter och formar organisationer. Denna avhandling bidrar till den växande litteraturen om arbetsplatsrelationer genom att studera verkställande direktör (VD) i en organisationsform som i sig bygger på relationer: familjeföretag. Med fokus på extern VD i familjeföretag undersöker denna avhandling betydelsen av relationer för externa VD:ar, det arbete de utför och de organisationer de verkar i. Den bygger på ett flertal relationella teoretiska perspektiv och använder konceptuella ansatser och djupgående longitudinella fallstudier.

Den första artikeln går igenom, organiserar och utvecklar litteraturen om externa VD:ar genom att identifiera gap och ifrågasätta förgivettagna antaganden. Den andra artikeln beskriver hur triadrelationerna mellan en extern VD och medlemmarna i den nuvarande och nästa generations ägarfamilj påverkar huruvida en VD stannar i eller lämnar familjeföretaget. Den tredje artikeln följer en professionaliseringsprocess över 10 år och visar hur familjeföretag överprofessionaliserar. Den fjärde artikeln följer en VD:s uppdrag och omorganisation i ett familjeföretag under 16 månader och undersöker hur jobb designas, skapas och ifrågasätts samt hur ett nytt jobbsystem växer fram.

Denna avhandling bidrar genom att introducera relationsarbete som en kärnaspekt av VD:s arbete genom att utöka vår kunskap om ledare i familjeföretag och genom att utmana förståelsen för professionalisering i familjeföretag. Den bidrar också till praktiker genom att ge riktlinjer för hur relationer mellan familjeägare och (potentiella) externa VD:ar kan struktureras.

Place, publisher, year, edition, pages
Jönköping: Jönköping University, Jönköping International Business School, 2018. p. 81
Series
JIBS Dissertation Series, ISSN 1403-0470 ; 126
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-41621 (URN)978-91-86345-88-4 (ISBN)
Public defence
2018-10-19, B1014, Jönköping International Business School, Jönköping, 13:15 (English)
Opponent
Supervisors
Available from: 2018-09-27 Created: 2018-09-27 Last updated: 2018-09-27Bibliographically approved

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Waldkirch, Matthias

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