Psychological aspects of succession in family business management

2013 ◽  
Vol 36 (3) ◽  
pp. 256-277 ◽  
Author(s):  
Matthias Filser ◽  
Sascha Kraus ◽  
Stefan Märk
Keyword(s):  
Family Business ◽  
Business Management ◽  
Psychological Aspects ◽  
Succession In Family Business

Succession in Family Business: A Review of the Research

1994 ◽  
Vol 7 (2) ◽  
pp. 133-157 ◽  
Author(s):  
Wendy C. Handler
Keyword(s):  
Family Business ◽  
Business Management ◽  
Levels Of Analysis ◽  
Future Research ◽  
Next Generation ◽  
Research Directions ◽  
Future Research Directions ◽  
Multiple Levels ◽  
Succession In Family Business

This paper reviews the research to date on succession in the field of family business management. Five streams of research are highlighted: (1) succession as a process, (2) the role of the founder, (3) the perspective of the next generation, (4) multiple levels of analysis, and (5) characteristics of effective successions. Gaps in the literature and future research directions are also presented.

Succession and Governance Across Generations: A Comparative Study of the United States and Italy

1999 ◽  
Vol 2 (2) ◽  
pp. 47-56
Author(s):  
Alberto Zanzi ◽  
Colette Dumas
Keyword(s):  
United States ◽  
Comparative Study ◽  
Family Business ◽  
Business Management ◽  
The United States ◽  
Italian Family ◽  
Management Succession ◽  
Key Aspects ◽  
The Impact

This comparative study of American and Italian family-owned firms focuses on two key aspects of family business management: succession and governance. This study also explored the impact of generation on these variables.

Professional Management in Family Businesses: Toward an Extended Understanding

2008 ◽  
Vol 21 (1) ◽  
pp. 51-69 ◽  
Author(s):  
Annika Hall ◽  
Mattias Nordqvist
Keyword(s):  
Cultural Competence ◽  
Family Business ◽  
Cultural Theory ◽  
Business Management ◽  
Family Businesses ◽  
Business Research ◽  
Dominant Meaning ◽  
Case Research ◽  
Professional Management ◽  
Family Membership

Our purpose is to challenge the dominant meaning of professional management in family business research and to suggest an extended understanding of the concept. Based on a review of selected literature on professional management and with insights from cultural theory and symbolic interactionism, we draw on interpretive case research to argue that professional family business management rests on two competencies, formal and cultural, of which only the former is explicitly recognized in current family business literature. We elaborate on the meanings and implications of cultural competence and argue that without it a CEO of a family business is likely to work less effectively, no matter how good the formal qualifications and irrespective of family membership.

scholarly journals Impact of Gender, Age and Management Style on the Success of Family Business in Kosovo

2019 ◽  
Vol 8 (5) ◽  
pp. 153
Author(s):  
Rifat Hoxha ◽  
Hamdi Hoti
Keyword(s):  
Developing Countries ◽  
Economic Development ◽  
Family Business ◽  
Business Management ◽  
Female Gender ◽  
Doctoral Dissertation ◽  
Family Businesses ◽  
Management Style ◽  
Raising Awareness ◽  
And Performance

Family business is the most contributing category in the economic development of all countries. Both Developed and Developing Countries and Less Developed Family Business plays an important role in reducing unemployment and is a catalyst for developing creative ideas and innovations in all business activities. In this paper we will address some of the characteristics of managers of this business category, such as their gender, age, and style of management, and their impact on the development and growth of these businesses' performance. The paper is part of the survey conducted by the survey of over 300 family businesses in Kosovo and was used by the author for the preparation of doctoral dissertation. This paper is fulfill from the survey which is realized with professors of Economic field in University of Prizren “Ukshin HOTI” in Prizren. From those finding results of research we give some modest recommendations and it’s more raising awareness especially business management from female gender as an opportunity to duplicate the potential for a development and performance of those business. This is based on the fact that the more thought we have, the more ideas come about how we can manage a family business with contemporary style, without a gender or age complex, which can guarantee success not only in our country , but to become competitive and penetrate the markets of the most developed countries.Keywords: Family business, Gender, Age, Management style

Gender in family business management: a multinational analysis

2012 ◽  
Vol 2 (2) ◽  
pp. 110-129 ◽  
Author(s):  
Matthew C. Sonfield ◽  
Robert N. Lussier
Keyword(s):  
Family Business ◽  
Business Management

Succession and Nonsuccession Concerns of Family Firms and Agency Relationship with Nonfamily Managers

2003 ◽  
Vol 16 (2) ◽  
pp. 89-107 ◽  
Author(s):  
Jess H. Chua ◽  
James J. Chrisman ◽  
Pramodita Sharma
Keyword(s):  
Agency Theory ◽  
Family Business ◽  
Family Firms ◽  
Business Management ◽  
Research Topic ◽  
Agency Relationship ◽  
Empirical Results ◽  
Top Executives

This article consists of two parts. The first part reports findings from a survey of the issues facing top executives in 272 Canadian family firms. Results show that succession is their No. 1 concern, thus supporting the predominant focus of family business researchers on succession issues. Results also show that concern about relationships with nonfamily managers is a close second in importance. The second part of the article uses Agency Theory to explain why relationships with nonfamily managers are so important. Empirical results show that both the extent and the criticality of a firm's dependence on nonfamily managers are statistically significant determinants of the importance. This study implies that relationships with nonfamily managers is a neglected research topic and points to a new direction for research in family business management.

The Effect of Confucian Values on Succession in Family Business

2006 ◽  
Vol 19 (3) ◽  
pp. 235-250 ◽  
Author(s):  
Jun Yan ◽  
Ritch Sorenson
Keyword(s):  
Social Context ◽  
Interpersonal Relationships ◽  
Family Business ◽  
Family Firms ◽  
Complete Understanding ◽  
Confucian Values ◽  
Business Succession ◽  
Succession In Family Business ◽  
Family Business Succession ◽  
Business Family

This article examines Confucian values and their effect on family business succession. Several implications are drawn. One of these is that Confucianism places family business in a social context in which the interpersonal relationships inside and outside the business family are subject to a variety of environmental influences. Examining family firms in their social context provides more complete understanding of the dynamics underlying choices and activities in family firms.

scholarly journals MOST COMMON COGNITIVE BIAS IN FAMILY BUSINESS MANAGEMENT

2017 ◽  
Vol 5 ◽  
pp. 433-436
Author(s):  
Yolanda Saldaña ◽  
Fernando Miguel Ruiz ◽  
Laura Leticia Gaona ◽  
Juan JesĂşs Nahuat ◽  
Kelly Alejandra Muñoz
Keyword(s):  
Family Structure ◽  
Family Business ◽  
Cognitive Bias ◽  
Cognitive Biases ◽  
Research Study ◽  
Business Management ◽  
Business Managers ◽  
Two Systems ◽  
Business Family

Due to the interaction of two incompatible systems: family and business, family business managers may have cognitive biases that result in an ineffective management. Therefore, the objective of this research study was to identify and determine the most common biases in the management of a family structure business. A documentary investigation was carried out with the purpose of compiling in a single document such biases. The analysis made it possible to conclude that the identified biases arise precisely from the interaction and incompatibility of these two systems; and that the absence of knowledge on the part of the business family and of directors of familiar companies of the presence of these biases impacts the permanence and consolidation of the familiar company.

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