The influence of CEO succession on ambidextrous strategies in family versus nonfamily SMEs : a knowledge- and resource-based view

Chief executive officer (CEO) succession is a critical event for Small and medium-sized enterprises (SMEs), often leading to significant organizational and strategic changes, uncertainty, and the risk of failure if mishandled. An essential yet underexplored topic is how CEO succession influences the long-term strategy of organizational ambidexterity (OA). This inductive multiple-case study investigates this influence by comparing three family and two nonfamily SMEs in Norway. Using the knowledge- and resource-based theories, the findings indicate that maintaining OA post-succession requires: (1) a clear strategic intent for OA before succession; (2) successors who have ambidextrous leadership abilities, the ability to acquire these skills, or the capability to build ambidextrous teams; (3) effective transfer of knowledge and networks; (4) appropriate organizational structures; and (5) a culture that supports OA. The study highlights similarities and differences between family and nonfamily firms, offering insights into how and why CEO succession affects strategic continuity in SMEs.