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This paper examines the extent to which conflict across generations of family firms is due to the effects of two independent variables–generation and generational shadow. The presence of a generational shadow was indicated by whether either or both of the parents continued to influence the company once the next generation assumed control. Hypotheses predicted nonlinear trends in conflict and interactions between generation and generational shadow. Using data from a national telephone survey of over 1,000 family business owners, the results of an ANOVA test confirmed that the presence of generational shadow, in particular, that of the founder, increases organizational conflict.

The present study develops a process model of succession involving steps undertaken to prepare the family business for succession. The model examined multiple spheres of influence, including individual, group (family), organizational, and critical resource providers, as well as investigating the moderating effects of generational differences. Tests of this model used responses from a nationwide survey of family business owner/managers. The results support research expectations that various factors, especially family influence, positively affect the extent of succession planning. Further evidence is provided indicating that generation moderates revealed relationships.

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Research on succession planning in family businesses has largely neglected issues linked to owner gender. The present study examines the extent to which differences are evident between male‐ and female‐led family businesses in succession planning processes. Using data from a national survey of family‐business owners, we explore the predictors of the comprehensiveness of succession planning. The results confirm that there are similarities and differences between males and females in the determinants of succession planning.