This paper explores, by adopting a theoretical approach, if and how the knowledge sharing process between the generations involved in business succession is actually accomplished. This paper also highlights the negative consequences of overlooking knowledge sharing process. In spite of existing previous empirical findings, this paper suggests that small firm dimensions and everyday side-by-side working activities do not ensure effective knowledge sharing processes. Finally, this paper also provides insights in order to shift from the 'how' of the knowledge sharing process to the 'why' this process fails, suggesting both cognitive and cultural explanations.
