A Comparison of Successor Development in Family and Nonfamily Businesses
比较了中小型家族企业与非家族企业在培养未来领导者（接班人）时采用的不同方式，发现家族企业更注重个人关系和关系导向，而非家族企业偏好正式化和任务导向的培养，且公司规模影响不大。
Although many streams of management research address leadership, succession, and executive development issues, significant gaps in the literature remain. In particular, few studies have systematically explored the systems by which the future leaders (successors) of family firms are developed. This research presents a descriptive study in which the successor development approaches of small to medium-sized family and nonfamily firms are compared. The findings indicate that (1) family firms favor more personal, relationship-centered approaches to successor development; (2) nonfamily firms prefer formalized, task-oriented development approaches; and (3) company size has no real effect on successor development.