Taking Charge: A Configurational Perspective on Post-Succession Change in Family Firms
基于43次家族内部CEO继任的74场访谈，采用模糊集定性比较分析，揭示了新任家族CEO推动变革的三种组态（权威、授权、对齐），并构建了模型解释他们如何利用初始结构设置。
How new family CEOs use the structural setup they initially find to foster post-succession change in their family firms remains a theoretical and practical puzzle. Building on strategic change and family succession insights, we draw upon 74 interviews from 43 intra-family CEO successions to employ a fuzzy-set qualitative comparative analysis. We reveal three change-enabling solutions (authority, empowerment, and alignment) and develop a model of how new family CEOs navigate different structural setups. We add configurational insights to strategic change research in entrepreneurial organizations such as family firms, extend knowledge on new CEO power, and provide contingency factors to the role of new CEO distance.