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Function, governance, and trust in successor leadership groups in family firms

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  • Cater, John James
  • Kidwell, Roland E.

Abstract

We examine the function and governance of successor leadership groups in family firms. In a qualitative study of nine family firms, in-depth interviews indicated that excessive competition among successor group members will hinder group effectiveness, while a pattern of cooperation, unified implementation of decisions, mutual agreement to share power and authority, and the development of trust will enhance successor leadership group effectiveness. The findings are encapsulated by seven propositions, and a model proposing how successor groups function, govern and develop trust is advanced. The results lead us to conclude that the use of multiple successors can be an indicator of trust on the part of the incumbent family firm leader as well as a catalyst for building mutual trust among members of successor groups.

Suggested Citation

  • Cater, John James & Kidwell, Roland E., 2014. "Function, governance, and trust in successor leadership groups in family firms," Journal of Family Business Strategy, Elsevier, vol. 5(3), pages 217-228.
    • Handle: RePEc:eee:fambus:v:5:y:2014:i:3:p:217-228
    DOI: 10.1016/j.jfbs.2013.06.001
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