Family Owner–Nonfamily CEO Relational Practices Shaping CEO Succession: Handling Equivocality and Relational Balancing
研究了家族企业主与非家族CEO之间的互动关系如何影响CEO继任过程，发现处理模糊性和关系平衡是关键，对家族企业治理和继任规划有参考价值。
This study focuses on family owner–nonfamily CEO relational practices and what these relational practices constrain and potentiate in family firm CEO succession. Our main contribution is developing a constructionist relational practice perspective and approach as an alternative to the entitative view that dominates the family business literature. We illustrate the relational practice perspective through our dialogically structured inquiries with family owners and nonfamily CEOs. We co-develop practical wisdom on how family owner–nonfamily CEO relational practices can construct stuckness in organizing or, conversely, open up new possibilities to go on depending on (i) the way the family owner and nonfamily CEO “handle” equivocality and tension they continuously (re)produce through their relational practices and (ii) the way they enact “relational balancing” to equilibrate their relation in the making in terms of value/self-worth maintenance by involving other actors, such as board members, management team members, or a coach.