Why do family firms dismiss their family CEOs? A perspective on kinship ties.

Existing studies have suggested that nonfamily CEOs are more likely to be fired from family firms, while we focus on why family CEOs are also fired from family firms. Using data from 455 listed Chinese family firms, we find that family CEOs with affinity ties are more likely to be dismissed as they are not genetically related to the family. The difference becomes greater when firm performance is poor or family ownership is high. These findings elaborate that business-owing family is not a group with aligned interests, that is, family members with different family identities are treated differently within family. Besides, existing studies have emphasized that the preservation of socioemotional wealth in family firms can affect firms' operations, while this study further proposes that the preservation of socioemotional wealth can also have an impact on the business-owning families themselves.

Fitting the name or unworthy of the name?-Does the name of family firm major shareholder influence family's egoistic behavior?

It has been generally believed that the major shareholders of family firms are more willing to implement egoistic behaviors aimed at benefiting the family. This study analyses whether the major shareholder of the family firm whose name contains "Confucian symbols" such as benevolence, righteousness, loyalty, and kindness will reduce family self-interested behaviors as his name indicates. Using a sample consisting of all 425 family firms listed on Small and Medium Enterprise Board and Growth Enterprise Board, the result shows that the major shareholder whose name contains Confucian symbols is less likely to misappropriate corporate assets and less likely to make "family-first" personnel arrangements, meanwhile is more open to external supervision. Further mechanism testing reveals that the major shareholder whose name contains Confucian symbols also tends to choose corporate culture that reflects Confucianism. The study confirms that the name of the major shareholder is one of the factors which can affect the operation of the family business, demonstrates that different family firms have different attitudes towards family self-interest, and promotes the extant research from the "differences between family and non-family firms" level further to the "differences among family firms running by different families" level.

Regional culture: The role of the invisible hand in shaping local family firms' top management team.

Research on family businesses has focused on the differences between family and non-family firms regarding the top management team (TMT), while this study further explores the difference within family firms from different regional culture based on the perspective of socio-emotional wealth (SEW) and evolutionary psychology. Using a sample comprised of all 625 family firms listed on the Small & Medium Enterprise Board and Growth Enterprise Board in Shenzhen Stock Exchange, this study finds that in regions of strong clan culture, family members are more willing to be involved in a family business and accept lower economic rewards. Particularly, when financial risk is high, these relationships mentioned above become more significant. Based on the results, this study proves that regional culture can affect the characteristics of top management teams in family firms, explains the heterogeneity of family firms' decision-making from a culture-based perspective and extends existing research on family business from the level of "family firm vs. non-family firm" to that of "family firms affected by different regional cultures".