Innovation in the post-succession phase of family firms: Family CEO successors and leadership constellations as resources

Zybura, Jan; Zybura, Nora; Ahrens, Jan-Philipp; Woywode, Michael

doi:10.1016/j.jfbs.2020.100336

Cited by 37 publications

(18 citation statements)

References 101 publications

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“…This integration enhances a process of “business family system individuation” and requires the business family to take care of this process ( Kleve, 2020 ). Heterogeneous competencies and good relationships within the business family create a fertile ground for innovations and successful succession processes (see Kandade et al, 2021 , Umans et al, 2021 , and Zybura et al, 2021 in this special issue).…”

Section: Crisis Management In Family Firmsmentioning

confidence: 99%

Business families in times of crises: The backbone of family firm resilience and continuity

Calabrò

Frank²,

Minichilli

et al. 2021

Journal of Family Business Strategy

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Section: Crisis Management In Family Firmsmentioning

confidence: 99%

Business families in times of crises: The backbone of family firm resilience and continuity

Calabrò

Frank²,

Minichilli

et al. 2021

Journal of Family Business Strategy

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“…By examining two distinct groups of employees, non-family employees and family leadership members, we can better understand how family members attract, develop and enhance the productivity of non-family employees, particularly in East Asian countries, where family businesses account for a sizable portion but rely on external human resources (Eddleston et al, 2020). However, future research will be more interesting if it continues to expand the sample and focusses on the TL and SR relationship between FFs and non-FFs, as well as within each type of business (Zybura et al, 2021). Nonfamily employee outcomes will also be affected by the development stage of FFs, necessitating additional research into how the life cycle of FFs affects organisational change pressures, core resources and organisational change and which leadership styles are appropriate in FFs.…”

Section: Discussionmentioning

confidence: 99%

“…, 2020). However, future research will be more interesting if it continues to expand the sample and focusses on the TL and SR relationship between FFs and non-FFs, as well as within each type of business (Zybura et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

Non-family employee strategic renewal in family firms: the transformational leadership role of family board members and psychological ownership

Luu

2022

JFBM

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PurposeThe study aims to reveal the strategic renewal (SR) of non-family employees in family small and medium enterprises (SMEs) with the effects of transformational board member leadership and psychological ownership (PO) dimensions.Design/methodology/approachNon-family employees at 82 export and import family firms (FFs) in Vietnam were selected for the study, which used a partial least square structural equation modelling (PLS-SEM) approach.FindingsFamily board members with transformational leadership (TL) qualities and PO play an essential role in developing non-family employee SR.Originality/valueThe authors grant advanced family roles and relationships knowledge to the renewal and transformation of FFs' strategies and organisational structures.

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“…Having a good planned succession and keep the family bond intact will certainly help in successful transgenerational role changing (Umans et al, 2018). A family business with strong familiness factors within its internal strategy will ensure better knowledge transfer from the previous generation to the next generation (Zybura et al, 2020).…”

Section: How Education Relates To Family Business Successionmentioning

confidence: 99%

Succession Intention in Continuing Family Business in Indonesia during the Covid-19 Pandemic

Pribadi¹,

Agustiawan²

2021

IRJBS

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The Covid-19 pandemic disrupted many industries and created a different reality of function in terms of several aspects, including family business and succession. This paper discusses how family business successor intentions regarding succeeding the family business in the near future have been affected by the pandemic. The subjects of our study are senior undergraduate business students that could potentially become successors in their family business. Our model is based on the Intention Model from the Theory of Perceived Behaviors, modified from our previous study with Intention to succeeding family business as the dependent variable. Data of 203 valid respondents was collected through quantitative survey and analyzed using a multiple linear regression model. The results of our study show that, during the pandemic, the intention of the heirs of the family business in succeeding his/her family business will be determined by the successor’s own attitude in succeeding family business, campus education, familiness, and resiliency of family business situation in facing the pandemic.

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Innovation in the post-succession phase of family firms: Family CEO successors and leadership constellations as resources

Cited by 37 publications

References 101 publications

Business families in times of crises: The backbone of family firm resilience and continuity

Business families in times of crises: The backbone of family firm resilience and continuity

Non-family employee strategic renewal in family firms: the transformational leadership role of family board members and psychological ownership

Succession Intention in Continuing Family Business in Indonesia during the Covid-19 Pandemic

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