Strength in numbers or guilt by association? Intragroup effects of female chief executive announcements

We predict that the media reports on female CEOs as a coherent group, whereas male CEOs are treated as individuals by the media. We also suggest that the resulting investors' perceptions of group entitativity of female‐led firms may not only influence the succession event–performance relationship at the focal firm, but may also have a significant effect on the value of other female‐led companies. Results of a text analysis and an event study of appointments of female CEOs to Fortune 1000 firms provide support for these predictions. Copyright © 2013 John Wiley & Sons, Ltd.     

The Prospect of Familism in the Global Era: A Study on the Recent Development of the Ethnic-Chinese Business,with Particular Attention to the Indonesian Context

The ethnic-Chinese business is often characterised by a central role of the family both in the structure of the firm and in its corporate culture. This has political, social as well as cultural reasons. The centrality of the family in business has its advantages and disadvantages. On the one hand, it enables a fast, efficient and flexible process of decision-making. On the other hand, it often contradicts modern business professionalism. The younger generation of ethnic-Chinese business actors tend to preserve crucial elements of such family-centred characteristics. Yet, globalisation drives them to transform their business style, lessening its dependence on family resources and adopting more-modern professional ideas. Changes in current political situation, religious-cultural trend, demography and education contribute to making possible the transformation.     

跨采区越煤层巷道精确贯通的实践与分析

本文首先介绍焦煤集团中马村矿瓦斯区域治理和采掘生产接替工作要求,通过贯通测量为煤巷与岩巷的精确贯通提供可靠依据,同时缓解中马村矿采掘接替紧张局面提供了技术支持,为生产接替紧张矿井的生产设计积累了经验,对安全生产有一定的指导意义。     

CEO duality,succession-planning and agency theory: research agenda

In response to Harris and Helfat's commentary on our article, ‘One hat too many: Key executive plurality and shareholder wealth,’ we suggest that their arguments are quite plausible, but we believe further empirical tests are needed. These proposed tests are described in our response. © 1998 John Wiley & Sons, Ltd.     

Family Business Succession in Hong Kong: The Case of Yung Kee

This case study examines the succession of Chinese family business in Hong Kong, drawing upon theories of the firm. More specifically, it utilizes capabilities theories, property rights economics and Neo-Confucianism to understand management disputes and infighting among the members in a Chinese family business in Hong Kong. This paper will argue that the founder of a Chinese business firm in Hong Kong is able to lead his or her offspring to create a dynamic enterprise via charismatic leadership and family rules embedded in traditional Chinese values. However, these two strategic assets disappear following the passing away of the founder as well as the emergence of new social values. When the founder passes on the enterprise to his or her offspring using more or less the equal inheritance system, the traditional Chinese value is unable to enforce the leader’s will to consolidate the strengths of the second generation family members to maintain the founder’s business. Furthermore, when the business is owned by all family members, property rights of the firm become unclear. Without effective enforcement of traditional Chinese values and with collective ownership rights, some family members will have the incentive to capture the economic rent that is shared by all members. In other words, some family members behave opportunistically or even cheat in order to capture economic gains in the public domain. High monitoring and enforcement costs in the form of court battle and endless disputes will occur. Rent dissipation occurs in the form of deterioration of the quality of the family business. This case study is based on Yung Kee, an internationally well-known roast goose restaurant in Hong Kong as an illustration.     

Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation

Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing for innovation (i.e., leadership ambidexterity) and incorporate big data with predictive analytics. In this vein, understanding how HR executives can create better solutions around this problem remains sparse. Specifically, what frameworks can HR executives apply to identify potential alignment failures in leadership succession planning in light of newer emerging markets? What internal decision-making traps need to be recognized? Finally, what specific forms of data and evidence must test these plans for relevance and recharge and renew the talent-to-strategy pipeline? In this article, we examine these questions by reviewing the gaps in the literature and identifying through our four-step model how organizations can incorporate ambidexterity-building as a leadership succession planning practice.     

浙商企业家代际传承问题探析——以家族企业为例

形成健康良好的浙商企业家代际传承意义重大。目前,浙商家族企业在继任选拔、培养锻炼、社会促进、法律规范、自我提升等代际传承方面还存在继任选拔机制不健全、创业者轻视企业外部历练、政府和社会各界忽视对新生代企业家的培养和成长、法律规范不健全、企业家的自我提升能力不足等问题。浙商家族企业应加快完善继任选拔机制,重视继任者的企业外部历练,政府和社会应为其成长创造良好的外部环境,并健全相关法律法规,以促进其自我提升,从而形成良好的浙商新生代成长机制,提高全省的综合经济实力。     

黑龙江的产业结构演进与城市化

城市化发展是以产业结构演进为依托,没有产业的发展就没有城市化的发展。黑龙江省产业结构演进中存在着基础设施不完备,支柱产业转换尚没完成,主导产业不明晰,城镇居民收入过低,社会保障不健全等问题。主导产业应以产业结构演进为依托,加快改造老工业基地,搞好城市基础设施建设与城市布局,推进城市化的发展,大力创造需求,拉动产业发展。     

家族企业代际传承及二代推动战略转型的绩效研究

本文将家族企业代际传承分为参与管理、共同管理和接收管理三个阶段,探究了处于不同阶段家族企业的绩效情况以及二代推动的家族企业战略转型对企业绩效的影响。利用2010－2012年我国A股主板上市公司中家族企业的样本展开实证研究,得出如下结论：二代进入家族企业高管,参与家族企业的日常经营和战略决策,或者与一代共同管理家族企业,对企业业绩产生正面影响;由于样本数量较少的客观原因,接收管理后企业绩效的经济后果关系未能得到证实;二代推动的战略转型对共同管理和企业绩效的关系起反向调节作用,在代际传承的共同管理阶段实施战略转型会降低原有真实绩效。     

Executive succession: The importance of social capital in CEO appointments

Research Summary: Firm performance and corporate governance have been shown to influence CEO selection, but our understanding of the role of social capital is more limited. In this study, we seek to provide further insight into the role of social capital by examining the influence of both “bonding” and “bridging” forms of social capital on CEO appointments. We find that candidates who have relational social capital, in terms of overlap with the CEO in organizational tenure, board tenure, and CEO tenure are more likely to be appointed as CEO. We also find that candidates who have external linkages to the CEO in the form of geographic, prestigious university, and prior employment affiliations are more likely to be appointed CEO. Managerial Summary: The appointment of a new CEO has significant and widespread implications for the firm’s future strategic direction and performance, the relationship between the board and CEO, and perceptions by investors, employees, and other key stakeholders. Our study finds that candidates who have shared connections and experiences with the CEO in terms of geographic, prestigious university, or prior employment affiliations as well as overlap in terms of organizational tenure, board tenure, and CEO tenure are more likely to be appointed CEO. Given the enormous impact that executive appointments have on the strategic direction and performance of the company, it is important to recognize that social factors such as shared experiences and connections influence how candidates are perceived, and thus, may affect appointment decisions.