2019
DOI: 10.3390/su11041130
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Shared Identity, Family Influence, and the Transgenerational Intentions in Family Firms

Abstract: A family’s transgenerational intention (TI) to pass ownership of the firm to the next generation of family members is the defining characteristic of a family. TI reflects a family’s intention to engage in succession planning, which is the primary predictor for succession success. In this study, we draw on psychological ownership theory to develop and test a model of a family’s TI. In the model, we argue that family influence impacts TI through shared identity. We also argue that a family firm CEO’s relationshi… Show more

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Cited by 20 publications
(18 citation statements)
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“…Small scale entrepreneurship, also called informal entrepreneurship, is more prevalent when the economy is at a low developmental level (Thai and Turkina 2014). One of the most distinguishing factors in small firms is that small family firms typically tend to employ family members rather than attracting talent from outside (Casson 1999) and tend to have intentions to pass the firm ownership onto the next generation of family members (Mahto et al 2019). Family firms predominantly involve several family members except the head of a household, usually a father, and are governed by cultural norms and nepotism (Bertrand and Schoar 2006).…”
Section: Small Family Firmsmentioning
confidence: 99%
“…Small scale entrepreneurship, also called informal entrepreneurship, is more prevalent when the economy is at a low developmental level (Thai and Turkina 2014). One of the most distinguishing factors in small firms is that small family firms typically tend to employ family members rather than attracting talent from outside (Casson 1999) and tend to have intentions to pass the firm ownership onto the next generation of family members (Mahto et al 2019). Family firms predominantly involve several family members except the head of a household, usually a father, and are governed by cultural norms and nepotism (Bertrand and Schoar 2006).…”
Section: Small Family Firmsmentioning
confidence: 99%
“…Pada gilirannya, anggota keluarga yang merupakan bagian dari tim manajemen puncak dapat dianggap sebagai mekanisme lain yang dapat mengamankan pengaruh keluarga. Hal tersebut dapat membantu keluarga mengembangkan ISSN : 2088-1231 E-ISSN: 2460-5328 DOI: dx.doi.org/10.22441/mix.2020.v10i1.001 pengetahuan yang mendalam tentang perusahaan, yang menurut teori kepemilikan psikologis (Mahto et al, 2019), akan meningkatkan integrasi antara keluarga dan identitas perusahaan. Sehingga akan terbentuk identitas bersama yang lebih kuat antara identitas bisnis dengan identitas keluarga.…”
Section: Metodeunclassified
“…At the same time, usually, the next generation does not have the same motivation as the founders when entering the FB (Ganzaroli, Fiscato, & Pilotti, 2006). Although family entrepreneurs tend to keep the company in the hands of the family in the long run (Astrachan et al, 2002), various reasons are given for the collapse of FBs, including the withdrawal of the founder/parent, incompetence of the next generation, rivalry of heirs, industry development (Mahto et al, 2019). Possible reasons are incompetence for the innovativeness, technical-technological, and nontechnological innovativeness, especially innovativeness of management style and values, culture, ethics, and norms are often overlooked.…”
Section: Introductionmentioning
confidence: 99%