Strategic transformations in large Irish-owned businesses

O’Gorman, Colm; Curran, Declan

doi:10.1080/00076791.2016.1220938

Cited by 4 publications

(1 citation statement)

References 32 publications

(15 reference statements)

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“…The empirical setting of this study was the Republic of Ireland. Family businesses are a prevalent form of organization worldwide; in Ireland, there are 160,700 family businesses which represent 64% of Irish enterprises and employ 938,000 people (O'Gorman and Farrelly, 2020). Family businesses, however, continue to experience a gender gap, with 35% of female next generation family members reporting that their male counterparts are more likely to be expected to run the business (PwC, 2022).…”

Section: Methodsmentioning

confidence: 99%

Vying for and forgoing visibility: female next gen leaders in family business with male successors

Brophy

McAdam

Clinton

2023

IJGE

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PurposeThe purpose of this paper is to examine the identity work undertaken by female next generation to navigate (in)visibility in family businesses with male successors. To enhance understanding of gendered identity work in family businesses, the authors offer important insights into how female next generation use (in)visibility to establish legitimacy and exercise power and humility in partnership with male next generation in their family business.Design/methodology/approachThis empirical qualitative paper draws upon in-depth interviews with 14 next generation female leaders.FindingsThis study offers a model to show how female next generation establish their legitimacy amongst male next generation in power via a careful balancing act between vying for visibility (trouble) and forgoing visibility (exclusion). These female next generation gained acceptance by endorsing their own leadership identity and exercising humility in partnership or by endorsing their brother's leadership identity and exercising power in partnership.Practical implicationsThis study highlights the need for the incumbent generation to prepare successors, regardless of gender, via equal opportunities for business exposure and leadership preparation. This study also shows that vocalizing female-centric issues and highlighting hidden power imbalances should be led by the entire management team and not simply delegated to a “family woman” in the management team to spearhead.Originality/valueThis study advances understanding of gender dynamics and identity in the family business literature by identifying specific strategies utilized by female next generation to navigate (in)visibility in family businesses with male successors.

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Section: Methodsmentioning

confidence: 99%