Abstract
How does a family CEO’s perceived certainty of family managerial succession influence his/her firm’s orientation for organizational ambidexterity? Using the socioemotional wealth perspective, we propose that a family firm is more oriented for organizational ambidexterity when its CEO is more certain that his/her family members will succeed it, because he/she prefers to hand over the family business in as good a condition as is possible, thereby preserving the family’s socioemotional wealth. Further, this relationship will be stronger as the firm’s sales is smaller because its CEO is more inclined to avoid loss in socioemotional wealth of his/her family successor caused by firm failure. We examine a sample of 478 small- and medium-sized manufacturing firms run by families in Tokyo, Japan, and find statistical support for the hypothesized relationships.
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