In Simple Words
Appointing the eldest son to run a major company simply because he was born first is like appointing the doctor's eldest son to perform surgery regardless of whether he went to medical school.
Observed manufacturing firms
- Externally owned firms
- Comparison group
- Eldest-son succession firms
- Lower management scores
Earlier four-country survey, reported in 2006. Adjusted association; not proof that succession caused lower scores.
See source →Management survey — Bloom and Van Reenen ↗Research question
Passing chief executive positions automatically to the eldest son (primogeniture) rather than selecting managers based on talent leads to severe underperformance and lower management scores in family-owned businesses.
Participants
6,000 medium-sized manufacturing firms across North America, Europe, Asia, and South America.
Study Design
Comparative empirical analysis of management scores between family-owned firms with professional external CEOs versus family-owned firms with eldest-son CEOs.
Results
Family firms that select CEOs based on primogeniture systematically score lower on management practices than professionalized family firms or non-family enterprises.
Takeaway
Separate family equity ownership from executive hiring decisions by selecting chief executive officers through competitive, merit-based external recruitment.