Family firm succession through the lens of technology intelligence

Lévesque, Moren; Subramanian, Annapoornima M.

doi:10.1016/j.jfbs.2022.100485

Cited by 15 publications

(8 citation statements)

References 31 publications

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“…Debicki et al ., 2020; Lude and Prügl, 2018, 2019) and succession (e.g. Berns and Klarner, 2017; Graffin et al ., 2013; Jayantilal et al ., 2016; Lévesque and Subramanian, 2022; Miller, 1993; Wasserman, 2003) by adopting an interdisciplinary approach. First, scholarly works in the intersection of these two once-disjoint streams of research are enriching the field with novel theoretical and empirical insights (e.g.…”

Section: Discussionmentioning

confidence: 99%

“…Thus, we make several theoretical and methodological contributions to the literature on family firms (Debicki et al, 2020;Lude and Pr€ ugl, 2019) and succession (Jayantilal et al, 2016;L evesque and Subramanian, 2022). First, we highlight various consumer perspectives following CEO succession in family firms depending on their CEO succession strategies (internal vs external CEO).…”

Section: Introductionmentioning

confidence: 99%

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Who is next? Consumer reaction to CEO succession in family firms

Datta¹,

Mukherjee²

2023

JFBM

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PurposeThis paper studies the impact of different chief executive officer (CEO) succession strategies on consumer evaluation of family firms. CEO succession is critical for family firms as improper succession planning has been shown to be the primary reason for high mortality rates of such firms. Furthermore, the choice of CEO (internal vs external) by family firms can send different signals to stakeholders and thereby impact their appraisal of such firms.Design/methodology/approachIn this paper, the authors use an experiment-based approach to test how the type of CEO succession (internal vs external) influences the consumer's evaluation of family firms.FindingsThe authors find that appointing an internal CEO leads to higher perception of firm capability, trust towards the firm and more favorable consumer attitudes. All these factors, in turn, lead to higher purchase intentions. External CEOs in family firms do not seem to have any de facto advantage regarding perceptions of higher capability.Originality/valueThus, the authors contribute to the literature of family firms by showing how family firm's strategic decisions during succession can affect consumer behavior.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Who is next? Consumer reaction to CEO succession in family firms

Datta¹,

Mukherjee²

2023

JFBM

View full text Add to dashboard Cite

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“…Researchers have realized for decades that the challenge in family firm succession is not the leader's intent to let go or the firm's selecting a successor, but rather guiding the succession planning, communicating it, and gaining buy-in from the entire organization. (Benavides-Velasco, Quintana-García, & Guzmán-Parra, 2013) According to the research on technology, intelligence, refers to actions that support technology-and management-related decision-making by systematically and fast preparing, planning analyzing, and disseminating information on opportunities and threats in the business succession process (Lévesque & Subramanian, 2022). Therefore, this study hypothesized that; Hypothesis 13.…”

Section: Technology (Techn)mentioning

confidence: 95%

model for the success of family business succession in Bangkok and its metropolitan

Sribunrueng

Pngnirund

Techarattanased

et al. 2022

ijhs

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Family businesses in Thailand are part of the country's economic development and are essential for Thailand's GDP. For many years, the family businesses have been strengthened by a family constitution that focuses on the succession of the business to a new generation that comes from family members. The study was conducted in Bangkok and its metropolitan to assess the considering factors that impact the business success of the family. The leaders of the traditional family business have no business succession planning, their successors lack potential, and they have no positive attitudes towards the family business. As a consequence, the succession of the family business was unsuccessful. Both quantitative and qualitative methods were utilized to achieve this study’s set objective. This study used multi-stage sampling as a quantitative research method. The sample comprised 560 people who were heirs of family business entrepreneurs from the second generation to the present age in Bangkok and its metropolitan areas. The study results found that the technology, innovation, attitude of family members, responsibility of family members, leadership, potential, and family constitution significantly participate in the family business succession process. The study contributes practically and also to literature.

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“…(2022) asserted that harmonious relationships and family interactions enhance the effectiveness of information transfer. Family bonding hence emphasizes the significance of wholesome family relationships and effective communication while beginning the transition process (Samara, 2020;Kandade et al, 2020;Umans et al, 2021;L evesque and Subramanian, 2022;Razzak, 2022). Based on that, the study hypothesizes as follows:…”

Section: 15mentioning

confidence: 99%

How to win the succession race: empirical analysis of Palestinian family businesses

Habash

Baidoun²

2023

JEEE

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Purpose Family businesses (FBs) have a high rate of extinction through generations; hence, it is crucial for their owners to give succession planning top priority. In light of this, the study aims to determine the key factors that significantly influence effective succession. Design/methodology/approach This study illuminates the crucial factors of effective succession among Palestinian FBs (PFBs) by relying on the relay race model. A self-administered questionnaire used to gather the data; partial least squares structural equation modeling was used to analyze the data obtained from 282 participants based on the two-step approach to evaluate structural equation models. In the first analysis stage, measurement items’ validity and reliability were tested. Convergent and discriminant validity tests for the measurement (outer) model were performed. The square root of average variance extracted (AVE) and the correlation between latent constructs were compared to evaluate the discriminant validity. The structural (inner) model and hypotheses were tested in the second analysis stage. The research model’s hypotheses relations were predicted using the coefficient of determination (R2). Findings As they draw attention from existing and future founders and incumbents of FBs that successfully complete a succession process within the Palestinian setting, the findings offer a deeper understanding of the primary familial succession factors. Where it is important to place a focus, among other things, on familial bonding and trust placed in the next generation, as well as on next generation’s credentials and capabilities, financial and operational performance of FBs, next generations desire to join the business beside the job satisfaction and the financial returns they will earn. Additionally, findings show that the size of the FB and generation, as well as the incumbent’s age and education, have positive impact on the incumbents’ willingness to step down. Originality/value The value of this study comes from the following: first, to the best of the authors’ knowledge, it is the first that conduct a quantitative analysis on succession factors, the thing that adds value to the PFBs literature. Second, this study adheres to its own willingness scale, as it aims to analyze other success factors that PFBs are not fully aware of, particularly, family bonding and trust, the qualifications and capabilities of the next generation, plus financial and operational performance of the FB.

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Family firm succession through the lens of technology intelligence

Cited by 15 publications

References 31 publications

Who is next? Consumer reaction to CEO succession in family firms

Who is next? Consumer reaction to CEO succession in family firms

model for the success of family business succession in Bangkok and its metropolitan

How to win the succession race: empirical analysis of Palestinian family businesses

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