As three “wives” and 16 children of tycoon Stanley Ho grasp for control of his casino fortune, the veneer of professionalism has peeled from his business empire, one of many family-run companies facing succession time bombs in this southern Chinese entrepot.
The ailing, 89-year-old Mr. Ho is emblematic of a generation of Asian magnates who made their millions through cozy relationships with the region’s political power brokers. They now face a world where governments are less tolerant of monopolies and globalization has brought competition and innovation that sweeps aside weaker businesses.
Many of the outlandish trappings of the Asian-style crony capitalism found from South Korea to Hong Kong to Indonesia have faded. Still, the family business empires that the old order sustained have sprouted numerous branches, creating a tangle of dynastic rivalries that belie the modern patina.
Mr. Ho once had a monopoly on Macau’s casinos, but now his business interests, which are listed on the stock exchange of neighboring Hong Kong, vie against such giants as the Las Vegas Sands Corp. and MGM Resorts.
The enclave grew from a seedy colonial outpost administered by corrupt Portuguese administrators into a modern, Chinese-run gambling powerhouse that has overtaken Las Vegas.
Key to Mr. Ho’s gambling success was his now-deceased first wife, Clementina Leitao, whom he wed in 1948. Her father was a prominent lawyer in Macau, and her connections to Portugal and Macau high society helped Mr. Ho and his partners win the casino monopoly in 1962.
Mr. Ho has fathered children with two other women, Ina Chan and Angela Leong, whom he refers to as his wives, though he is not legally married to either. Mr. Ho reportedly met Ms. Chan, who was a nurse, when she was hired to take care of the ailing Mrs. Leitao, who died in 2004.
Rival branches of the billionaire’s family are feuding publicly over control of his casinos and a collection of businesses that run everything from the ferries connecting Hong Kong and Macau to department stores, hotels, Macau’s airport and its horse- and dog-racing tracks.
Principally at stake is his $1.6 billion interest in Hong Kong-listed casino operator Sociedade de Jogos de Macau, known as SJM.
“Thanks partly to our relatively recent industrial emergence, most of the local companies are still in family control, not widely held, so we have a greater share of succession issues,” said David Webb, a shareholder activist who runs the Hong Kong corporate governance watchdog Webb-site.com.
The power struggle erupted in public on Jan. 24 with a company statement that Mr. Ho had given his SJM stake to the families of his second and third wives. A flurry of claims and counterclaims by family factions ensued.
Mr. Ho’s lawyer, who says the casino magnate was pressured into the statement and wants to divide his estate equally, filed suit to reclaim the assets, likely leading to a protracted legal tussle.
As the high-stakes drama plays out, it has highlighted the dilemma faced by a generation of aging Hong Kong tycoons who, reluctant to relinquish power, are beset by competing claims to their fortunes.
The family of Nan Fung Group founder Chen Din-hwa has been squabbling over his company, which has interests in property, textiles and shipping. Mr. Chen, 87, is Hong Kong’s 11th richest person, according to Forbes, which puts his wealth at $3.8 billion.
The sons of Kam Shui-fai, the late founder of the Hong Kong restaurant chain Yung Kee, renowned for roast goose, are battling for control of his estate. In 2008, the chief executive of Sun Hung Kai Properties, a major developer, was ousted by his two younger brothers after he accused them of plotting to remove him by portraying him as mentally ill.
Such disputes are “to a certain extent quite common in Chinese family businesses, particularly if the patriarch has a number of wives and concubines,” said Victor Zheng, an assistant professor at Hong Kong University who has written a book on the Chinese inheritance system.
Tradition dictates that Mr. Ho give the family of his first wife a greater share of the estate, said Mr. Zheng, who added that it appeared as if the families of the second and third wives were plotting to claim a bigger share.
Elsewhere in Asia, the handover of family wealth between generations is now largely choreographed in advance.
Under the longtime dictatorship of Indonesia’s Suharto, whose lucrative family-run businesses dominated the economy, sibling rivalry over multimillion-dollar deals burst into the public arena.
But today, disputes in most family-run conglomerates - the Salim Group, for instance, headed by Liem Sioe Liong - tend to be handled discretely. One generation quietly passes on control to the next.
Likewise in South Korea, where family-controlled conglomerates, known as chaebol, have long been the drivers of the country’s economy. Control of the two most prominent chaebol - respectively anchored by Samsung Electronics Co. and Hyundai Motor Co. - is widely expected in coming years to pass smoothly to a third generation.
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