Abstract
This thesis explores contemporary issues in business families through three distinct, yet interconnected studies, which address the dynamics of power, governance, succession planning, and generational engagement. The first study investigates how power and justice dynamics influence whistleblowing behaviour in family firms, focusing specifically on the underexplored construct of connection power. Power and justice are two interrelated forces that strongly affect moral behaviour. Using a 2x2x2 between-subject experiment with 331 participants, this study tests a moderated moderation model, revealing that the hierarchical position (legitimate power) of the observer increases the likelihood of whistleblowing in family firms. However, this effect is moderated by the family relation (connection power) of the wrongdoer, and this moderation is further influenced by the level of organisational justice within the business. The study finds that while the family relation of the perpetrator can discourage potential whistleblowers, organisational justice consistently increases the likelihood of whistleblowing across all scenarios.The second study focuses on family offices, a significant and economically important institution that has received limited scholarly attention. Using the Delphi method, the study identifies key research areas by engaging with family office practitioners through a two-round approach involving 27 semi-structured interviews and 331 survey responses. The study reveals that the most important research areas in family offices include the benefits of strong governance, the manifestation of succession planning within the family office, and strategies to engage the next generation. Based on these findings, a research agenda is presented, which offers both theoretical directions and practical relevance for future scholarly inquiry.
The third study draws upon the results of the Delphi study and investigates how family offices cultivate next-generation affective commitment through value-driven strategies. This research uses qualitative data from 46 interviews to examine the primary drivers of engagement, self-efficacy, purpose, identification, and bonding, within the framework of complexity theory. The study finds that diversified experience, philanthropy, and intentional relationship-building strategies help offset the absence of a single operating business, guiding younger family members toward meaningful involvement in their family’s legacy. This research highlights the importance of balancing individual aspirations with collective family values, contributing to both family office scholarship and broader family business studies.
While these three articles are not necessarily linked, they all address critical contemporary issues facing business families today, providing insights into power dynamics, governance, succession planning, and the engagement of future generations within the family legacy.
| Date of Award | 3 Dec 2025 |
|---|---|
| Original language | English |
| Supervisor | Tim Hasso (Supervisor), Francesco Barbera (Supervisor) & Mark Brosnan (Supervisor) |