Correlates of success in family business transitions

Morris, Michael H.; Williams, Roy O.; Allen, Jeffrey A.; Avila, Ramon A.

doi:10.1016/s0883-9026(97)00010-4

Cited by 466 publications

(596 citation statements)

References 6 publications

Supporting

Mentioning

529

Contrasting

Unclassified

Order By: Relevance

“…In the five Chinese family businesses we studied, succeeding family members had to earn their legitimacy as leaders by 'proving themselves' early in their 'working careers'. As would be predicted by Morris et al (1997) congenial family relationships, especially between the incumbent family leader and the succeeding leader, are extremely important in effecting a smooth transition, with the incumbent leader mentoring the successor. The cases also reveal that it is useful for the incumbent Chinese family business leader to know the strengths and limitations of potential successors and to appoint them to appropriate positions where they can 'learn the business' prior to their ascension.…”

Section: Inter-generation Transitionsmentioning

confidence: 92%

“…Inter-generation transitions in family businesses are well recognized as a key problem (Dyck et al 2002;Morris et al 1997). Morris et al (1997) identify three sets of determinants of successful transition: the preparation of heirs, the quality of trust relationships among family members, and planning for taxation and wealth transfer, with family relationships being of key importance.…”

Section: Inter-generation Transitionsmentioning

confidence: 99%

“…Morris et al (1997) identify three sets of determinants of successful transition: the preparation of heirs, the quality of trust relationships among family members, and planning for taxation and wealth transfer, with family relationships being of key importance. For Chinese family businesses, the same problems may arise, though the importance of family trust relationships may be even more salient because of the traditional practice of equal inheritance.…”

Section: Inter-generation Transitionsmentioning

confidence: 99%

See 2 more Smart Citations

Over the Weberian Wall: Chinese Family Businesses in Singapore

Wilkinson¹,

Fock²

2008

cjas

View full text Add to dashboard Cite

Overseas Chinese businesses have been characterized as possessing unique cultural attributes or being embedded in specific institutional environments that constrict their growth and lead to them taking on limited economic roles. Familism, particularism, nepotism and the lack of state support (among other cultural and institutional features) it is argued, stand in the way of the emergence of large, successful and enduring firms, and problems of inter-generation transition frequently lead to their demise. This paper argues that such a fatalistic prognosis is misplaced, and uses case studies of successful Chinese family businesses in Singapore to demonstrate how business leaders, as agents, can incorporate, defy, or re-combine elements from the socio-cultural environment in ways that enable continuity and growth. Additionally, this paper highlights the role of a proactive state at play in promoting a specific Chinese mode of doing business based on notions of so-called Confucian capitalism, which despite its culturalist associations, is based on capitalist practices.

show abstract

Section: Inter-generation Transitionsmentioning

confidence: 92%

Section: Inter-generation Transitionsmentioning

confidence: 99%

Section: Inter-generation Transitionsmentioning

confidence: 99%

See 1 more Smart Citation

Over the Weberian Wall: Chinese Family Businesses in Singapore

Wilkinson¹,

Fock²

2008

cjas

View full text Add to dashboard Cite

show abstract

“…In addition, this should enable the current generation to monitor the progress of successors and to help them on their way to developing their leadership style, while at the same time benefiting the next generation by providing support and experience from the senior colleagues (Carlock and Ward, 2010). Morris et al (1997) recognized that the succession process between the family members in the family firms tends to be more successful and smoother if the relations among the family members are based on loyalty and trust. The family business that is not characterized by mutual trust and effective communication leads to disappearance of the most important quality and competitive advantage of these firms.…”

Section: Family Firmsmentioning

confidence: 99%

An Empirical Analysis Regarding Family Impact Upon The Business Success: A Case Study in Turkey

Soyadı¹,

Akacan²,

Turgay³

2017

ojtmr

View full text Add to dashboard Cite

This study was conducted on the basis of a survey analysis. Survey was distributed among the top management and executives of the family owned firms in Turkey, resulting in 75 responds obtained in total. Although the number of respondents might be perceived as low, the results seem to be reliable and valid, according to the tests of Cronbach's Alpha, Criterion related validity testing, and Structure validity testing. The main results of the research suggest that the most important factors affecting the succession process are family relations, interpersonal relations, and the succession planning process. In addition, gender issues should be addressed in order to identify the possibilities of utilizing more human resources within the company.

show abstract

“…Additionally, although the family firm literature theoretically acknowledges the role of reciprocity in driving succession (Janjuha-Jivraj and Spence, 2009) and family firm performance (Morris et al, 1997), inconsistencies in this literature suggest other intervening factors (Stewart and Hitt, 2012). Further, some studies have empirically explored the role of justice in shaping perceptions of the firm for non-family employees (Barnett, Long and Marler, 2012;De Massis, 2012;Sieger, Bernhard and Frey, 2011), but fewer have investigated the impact of justice perceptions for family members.…”

mentioning

confidence: 99%

Psychological contract and social exchange in family firms

Madden

Strickling

et al. 2017

IJMED

View full text Add to dashboard Cite

This study tests a social exchange theory model that links firm family members' transactional and relational psychological contract obligations to firm performance. Evidence supports the hypotheses that organisational obligations are antecedents of individual contributions to firm performance in the psychological contract model. When family firms meet the employees' perceived obligations to their employees, the employees meet their perceived obligations to their employers. Participative decision-making and succession planning are of particular importance to maintain transgenerational control and evidence is found to support succession planning as fully mediating the relationship between participative decision-making and firm performance.

show abstract

Correlates of success in family business transitions

Cited by 466 publications

References 6 publications

Over the Weberian Wall: Chinese Family Businesses in Singapore

Over the Weberian Wall: Chinese Family Businesses in Singapore

An Empirical Analysis Regarding Family Impact Upon The Business Success: A Case Study in Turkey

Psychological contract and social exchange in family firms

Contact Info

Product

Resources

About