Navigating non-family CEO succession in family businesses.

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dc.contributor.advisorHussels, Stephanie
dc.contributor.advisorReinmoeller, Patrick
dc.contributor.authorSingh, Manish
dc.date.accessioned2024-06-25T12:11:19Z
dc.date.available2024-06-25T12:11:19Z
dc.date.issued2023-10
dc.descriptionReinmoeller, Patrick - Associate Supervisoren_UK
dc.description.abstractSuccession in family businesses poses unique challenges due to the overlap of ownership and leadership roles. The complexity of such challenges is heightened when considering a non-family member as a successor for leading the business. This thesis explores why family businesses hire non-family CEOs. The investigation unfolds across three papers, a systematic literature review and two empirical papers, each contributing to a comprehensive understanding of non- family leadership succession. The literature review paper presents that existing research primarily examines the outcomes of leadership successions and largely ignores the decisions behind these. The paper lays the foundation with a conceptual framework derived from a systematic review of 53 articles, which reveals a knowledge gap on non-family CEO succession decisions through a non-family CEO succession framework. This framework guides the subsequent empirical inquiry. The two empirical papers address this gap by adopting an interpretivist approach. The second and third papers draw on qualitative data from 29 interviews with UK-based family business owners. The second paper provides an in-depth examination of the factors influencing the non-family CEO succession decision and presents that it is not one but two decisions: (1) a decision to consider non-family candidates and (2) a decision to select a non- family CEO amongst the candidate pool. The third paper identifies and focuses on the influences of four distinct roles family owners play in making the decision to consider non-family CEO candidates for the CEO position. The conceptual and empirically grounded models developed in this thesis open the black box of non- family CEO succession and allow family businesses to explore non-family CEO succession opportunities.en_UK
dc.description.coursenamePhD in Leadership and Managementen_UK
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/22560
dc.language.isoen_UKen_UK
dc.publisherCranfield Universityen_UK
dc.publisher.departmentSOMen_UK
dc.rights© Cranfield University, 2023. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright holder.en_UK
dc.rights.embargodate2028-11-25
dc.subjectFamily businessen_UK
dc.subjectSuccessionen_UK
dc.subjectNon-family CEOen_UK
dc.subjectCandidate poolen_UK
dc.subjectDecisionen_UK
dc.subjectLeadershipen_UK
dc.titleNavigating non-family CEO succession in family businesses.en_UK
dc.typeThesis or dissertationen_UK
dc.type.qualificationlevelDoctoralen_UK
dc.type.qualificationnamePhDen_UK

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