The courage to choose! Primogeniture and leadership succession in family firms

2018 ◽  
Vol 39 (7) ◽  
pp. 2014-2035 ◽  
Author(s):  
Andrea Calabrò ◽  
Alessandro Minichilli ◽  
Mario Daniele Amore ◽  
Marina Brogi
Keyword(s):  
Family Firms ◽  
Leadership Succession

Determinants of Initial Satisfaction with the Succession Process in Family Firms: A Conceptual Model

2001 ◽  
Vol 25 (3) ◽  
pp. 17-36 ◽  
Author(s):  
Pramodita Sharma ◽  
James J. Chrisman ◽  
Amy L. Pablo ◽  
Jess H. Chua
Keyword(s):  
Conceptual Model ◽  
Family Business ◽  
Family Firms ◽  
Test Model ◽  
Leadership Succession ◽  
Economic Theories ◽  
The Core ◽  
The Family ◽  
Succession Process ◽  
Practical Implications

Leadership succession continues to form the core of the family business literature. Numerous studies have suggested factors that influence family members' initial satisfaction with the succession process, but this body of work is highly fragmented and lacks a unifying framework. In this paper, we draw on stakeholder theory and other organizational, behavioral, and economic theories to develop a conceptual model that integrates the findings from the literature. The research and practical implications of this integrative, ready-to-test, model are discussed.

A Comparison of Successor Development in Family and Nonfamily Businesses

1994 ◽  
Vol 7 (4) ◽  
pp. 313-329 ◽  
Author(s):  
Mark K. Fiegener ◽  
Bonnie M. Brown ◽  
Russ Alan Prince ◽  
Karen Maru File
Keyword(s):  
Family Firms ◽  
Descriptive Study ◽  
Personal Relationship ◽  
Company Size ◽  
Executive Development ◽  
Leadership Succession ◽  
Management Research ◽  
Real Effect ◽  
Successor Development ◽  
Task Oriented

Although many streams of management research address leadership, succession, and executive development issues, significant gaps in the literature remain. In particular, few studies have systematically explored the systems by which the future leaders (successors) of family firms are developed. This research presents a descriptive study in which the successor development approaches of small to medium-sized family and nonfamily firms are compared. The findings indicate that (1) family firms favor more personal, relationship-centered approaches to successor development; (2) nonfamily firms prefer formalized, task-oriented development approaches; and (3) company size has no real effect on successor development.

On Retirement: A Conversation with Daniel Levinson

1991 ◽  
Vol 4 (1) ◽  
pp. 59-73 ◽  
Author(s):  
Ivan Lansberg
Keyword(s):  
Family Firms ◽  
Leadership Succession ◽  
Late Adulthood ◽  
Men And Women ◽  
Daniel Levinson

Daniel Levinson discusses developmental dilemmas facing men and women in late adulthood and explores their implications for retirement and leadership succession in family firms.

Leadership succession and retention: What do we know?

2010 ◽  
Author(s):  
William A. Schiemann ◽  
Peter Cappelli ◽  
Joseph G. Rosse ◽  
Wayne F. Cascio ◽  
Denise M. Rousseau
Keyword(s):  
Leadership Succession

Family Firms and Stock Price Crash Risk

2019 ◽  
Vol 10 (4) ◽  
pp. 77-86
Author(s):  
Hae-Young Ryu ◽  
Soo-Joon Chae
Keyword(s):  
Stock Price ◽  
Family Firms ◽  
Crash Risk

What Every Small Business Can Learn From Great Family Firms: The 4C Advantage

IESE Insight ◽  
2015 ◽  
pp. 33-40
Author(s):  
Danny Miller ◽  
Isabelle Le Breton-Miller
Keyword(s):  
Small Business ◽  
Family Firms

Going the Distance

2020 ◽  
Author(s):  
Ron Harris
Keyword(s):  
Large Scale ◽  
Western Europe ◽  
Family Firms ◽  
Global Trade ◽  
Long Distance ◽  
Business Corporation ◽  
Modern Economy ◽  
Key Factor ◽  
Silk Route ◽  
Passive Investors

Before the seventeenth century, trade across Eurasia was mostly conducted in short segments along the Silk Route and Indian Ocean. Business was organized in family firms, merchant networks, and state-owned enterprises, and dominated by Chinese, Indian, and Arabic traders. However, around 1600 the first two joint-stock corporations, the English and Dutch East India Companies, were established. This book tells the story of overland and maritime trade without Europeans, of European Cape Route trade without corporations, and of how new, large-scale, and impersonal organizations arose in Europe to control long-distance trade for more than three centuries. It shows that by 1700, the scene and methods for global trade had dramatically changed: Dutch and English merchants shepherded goods directly from China and India to northwestern Europe. To understand this transformation, the book compares the organizational forms used in four major regions: China, India, the Middle East, and Western Europe. The English and Dutch were the last to leap into Eurasian trade, and they innovated in order to compete. They raised capital from passive investors through impersonal stock markets and their joint-stock corporations deployed more capital, ships, and agents to deliver goods from their origins to consumers. The book explores the history behind a cornerstone of the modern economy, and how this organizational revolution contributed to the formation of global trade and the creation of the business corporation as a key factor in Europe's economic rise.

Sign in / Sign up

Export Citation Format

Share Document