Conflicting Generations: A New Theory of Family Business Rivalry

Grote, Jim

doi:10.1111/j.1741-6248.2003.00113.x

Cited by 96 publications

(84 citation statements)

References 4 publications

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“…The FB typically struggles with succession (Handler, 1994), conflicting value systems (Denison, Lief & Ward, 2004), and inter-generational tensions (Grote, 2003), all attributing to history some form of agency in the present. We address history's agency in the present, and the question of remembering, below.…”

Section: Are There Advantages Of Studying What History Does In Fbs?mentioning

confidence: 99%

The Burden of History in the Family Business Organization

Hjorth

Dawson

2016

Organization Studies

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In this paper we focus on the study of history through the use of narratives, within the context of the prevalent form of organization worldwide: the family business. Specifically we consider the dilemma of the impossible gift of succession using Nietzsche's discussion of the burden of history and paralleling the story of a family business succession with that of Shakespeare's King Lear. This way, we seek to make a contribution to organizational studies by answering recent calls to engage more with history in studies of business organizations.By implication, the study also initiates an integration of family business studies into organization studies.

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Section: Are There Advantages Of Studying What History Does In Fbs?mentioning

confidence: 99%

The Burden of History in the Family Business Organization

Hjorth

Dawson

2016

Organization Studies

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“…Rivalry stems from the concentration of power in certain individuals, and is a barrier to knowledge transfer (Zahra, Neubaum and Larrañeta, 2007). Grote (2003) confirms that rivalry is a key obstacle for internal succession planning in family businesses. Family rivalry often originates when family members compete for the same resources, and is often driven by the desire to imitate behavior.…”

Section: Rivalry Power and Knowledge Transfermentioning

confidence: 87%

“…In addition to hindering knowledge transfer rivalry also distracts from productivity. Grote (2003) proposes that awareness and management of rivalries helps to contain fears and emotions during the succession planning process, and concludes that succession cannot be accomplished without an open analysis of rivalries.…”

Section: Rivalry Power and Knowledge Transfermentioning

confidence: 99%

A power perspective on knowledge transfer in internal succession of small family businesses

Muskat

Zehrer

2017

Journal of Small Business & Entrepreneurship

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The aim of this paper is to apply a power perspective to knowledge transfer in internal succession processes of small family businesses. We argue that knowledge is a source of power. Distilling existing literature on small family businesses, knowledge transfer and power theory, we focus on the role of owner-manager and successor in internal succession. Propositions are formulated, theorizing the influence of (1) expert power, (2) decision-making power, (3) trust, (4) rivalry, and (5) capabilities. First, we conclude, familiness and high levels of trust in small family businesses influence power relationships between successor and predecessor positively. Second, the existence of high power imbalances within familiness can slow progress in knowledge transfer in succession, and particularly negatively impact on tacit knowledge transfer from one generation to the next

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“…Grote (2003) argues that, this family business failure is caused by human behavior. He also argues that the human behavior is culturally universal.…”

Section: Problem Discussionmentioning

confidence: 99%

Successful Succession in Family Businesses: Individual Level Factors and Succession Planning Models

Aleem¹,

Islam

2010

SSRN Journal

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Master Thesis within Business AdministrationIntroduction: Succession process is the family firms is a complex phenomenon. One of the major factors which affect this succession process is the predecessor related individual factors. These factors act as enablers or otherwise for the successful succession process. Different succession planning models present a pathway for the successful succession of the family business. However these models are based on not only individual factors but take into consideration many other factors surrounding the organization. There is little research available only studying the individual factors in relation to the succession planning models. Purpose:The issue under investigation during this research will be that how central is the role of predecessor at the individual level to the succession process. Also this thesis will analyze why family firms succeed or fail in passing the business to following generations on the basis of different succession planning models in relation to the individual level factors. Method:A qualitative approach was used to fulfill the purpose of this thesis. Interviews with seven individuals were made to gather information regarding the role of predecessor during succession and succession planning process. All the interviews were conducted via telephone. Conclusion:Individual level factors related to the successor have a central role to play in the succession process of the business. When these factors are viewed in relation to succession planning models, the study shows that these factors have a direct relation to these models in terms of success or failure of the succession process. The major contributing factor to the success or failure of the succession process is that of the leadership provided to the organization by the predecessor. These leadership qualities change from one form to another during different phases of the succession planning models.

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Conflicting Generations: A New Theory of Family Business Rivalry

Cited by 96 publications

References 4 publications

The Burden of History in the Family Business Organization

The Burden of History in the Family Business Organization

A power perspective on knowledge transfer in internal succession of small family businesses

Successful Succession in Family Businesses: Individual Level Factors and Succession Planning Models

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