Abstract
This paper emphasizes relational aspect of competitive dynamics to investigate the rivalry that is inherent between sibling executives within family owned business groups. We focus on the family CEOs unique role both as a member of the kin and a professional manager responsible for their own companies. In particular, we examine how the strategic change pursued by family CEOs prompts his sibling CEO to respond and also enact strategic change at another group-affiliated firm. We further theorize how the similarity of sibling CEOs in terms of potential managerial capabilities and the relative sibling birth order strengthens this relationship due to the increase in reference group salience and enhanced social comparison. At the organizational level, we also investigate how the abundance in resource niche opportunities for family CEOs and the presence of a group leadership succession plan weakens the effect of sibling rivalry on strategic change. Our empirical context utilizing listed family-controlled firms in Korean business groups (chaebols) provides strong support for our theoretical perspectives. We discuss our studys contribution to the studies of market rivalry, socio-cognitive bias in competitive interaction, and family controlled business groups.
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