Rights statement: The final, definitive version of this article has been published in the Journal, Family Business Review, 33 (3), 2020, © SAGE Publications Ltd, 2020 by SAGE Publications Ltd at the Family Business Review page: https://journals.sagepub.com/home/fbr on SAGE Journals Online: http://journals.sagepub.com/
Accepted author manuscript, 925 KB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
| <mark>Journal publication date</mark> | 1/09/2020 |
|---|---|
| <mark>Journal</mark> | Family Business Review |
| Issue number | 3 |
| Volume | 33 |
| Number of pages | 26 |
| Pages (from-to) | 284-309 |
| Publication Status | Published |
| Early online date | 29/05/20 |
| <mark>Original language</mark> | English |
Stemming from familiness and the notion of nonimitable strategic resources, we investigate, in the presuccession phase, the role of acquisition and accumulation of family strategic resources, along with the way family involvement in the top management team affects resource mobilization and deployment, in determining the intention to choose either a family or a nonfamily member as the next CEO. Data from a cross-country double-respondent family business data set (Successful Transgenerational Entrepreneurship Practices project) reveal that human capital is a significant family strategic resource reducing the intention to select a family CEO, although leveraging this resource by a top management team dominated by family members enhances this intention.