A sequential choice model of family business succession

Mathews, Timothy; Blumentritt, Tim

doi:10.1007/s11187-015-9628-2

Cited by 25 publications

(24 citation statements)

References 43 publications

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“…Studies hold that in a patriarchy culture, males are given more priority in inheritance than females. Furthermore, given an observation by Mathews and Blumentritt (2013) that males are more preferred as family business successors than females and as illustrated in Table I, it was found that the majority (72 percent) of family-owned SMEs in Arusha City were run by males. These findings concur with those of other studies (Aldamiz-Echevarria et al , 2017; Schroder and Schmitt-Rodermund, 2013; Latu et al , 2013), which found that in most societies females are considered less when it comes to selection of family business successors.…”

Section: Resultsmentioning

confidence: 98%

Succession planning and performance of family-owned small and medium enterprises in Arusha City – Tanzania

Kiwia

Bengesi

Ndyetabula

2019

JFBM

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Purpose The purpose of this paper is to examine succession planning and performance of family-owned small and medium enterprises (SMEs). Design/methodology/approach The quantitative research approach and a cross-sectional research design were employed. The probability sampling technique was used to draw 219 respondents from the sampling frame. A structured questionnaire was used for data collection. Descriptive statistics and independent samples t-tests were used for data analysis. Findings It was revealed that most of family-owned SMEs founders in the study area had mechanisms for succession planning for their businesses. Also, there is a difference in business performance when successors are selected and prepared by business founders compared to when they are selected and prepared by other family members. Successors selected and prepared by business founders performed better in business than successors who were selected and prepared by other family members. Research limitations/implications This study employed a quantitative research paradigm methodology, which limits deep discussion with respondents. Future studies could consider using a qualitative research paradigm methodology. Originality/value The paper presents succession planning process experience in family-owned SMEs in the study area, specifically the existence of succession planning in family-owned SMEs. It also shows a difference in business performance between the two investigated groups. This paper will benefit business founders, family business successors and researchers.

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Section: Resultsmentioning

confidence: 98%

Succession planning and performance of family-owned small and medium enterprises in Arusha City – Tanzania

Kiwia

Bengesi

Ndyetabula

2019

JFBM

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“…In fact, it is during this phase that, often disregarding the idea of an heir apparent, family members develop their intention regarding nominating either a family or a nonfamily member as the next CEO (Le Breton-Miller et al, 2004). This phase is extremely important considering both business aspects, for example, experiencing growth (Dibrell et al, 2019), and family aspects, for example, family birth order (Calabrò et al, 2018) or the reactions of the potential sibling successors (Mathews & Blumentritt, 2015). Furthermore, lack of interest by family members in taking over (Chen et al, 2016) and the incumbent trust in the successor (Gagné et al, 2019) are accounted among the factors that characterize the presuccession phase.…”

Section: Introductionmentioning

confidence: 99%

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

Campopiano

Calabrò

Basco

2020

Family Business Review

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Stemming from familiness and the notion of nonimitable strategic resources, we investigate, in the presuccession phase, the role of acquisition and accumulation of family strategic resources, along with the way family involvement in the top management team affects resource mobilization and deployment, in determining the intention to choose either a family or a nonfamily member as the next CEO. Data from a cross-country double-respondent family business data set (Successful Transgenerational Entrepreneurship Practices project) reveal that human capital is a significant family strategic resource reducing the intention to select a family CEO, although leveraging this resource by a top management team dominated by family members enhances this intention.

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“…Bloom, Sadun, and Van Reenen (2015) confirm that familyowned businesses integrate practices that bring forth effective management despite the country of origin because of their routine operational and monitoring of all involved and the utilization of modern disruptive technologies. Mathews and Blumentritt (2015) discuss that the family-owned business's sustainability is critical to ensure company profitability. Families' selection of the next leader based on their credentials and how well they execute the assignments equals equal success and family business longevity (Mathews & Blumentritt, 2015).…”

Section: Performance and Sustainability Of Family-owned Businessesmentioning

confidence: 99%

“…Mathews and Blumentritt (2015) discuss that the family-owned business's sustainability is critical to ensure company profitability. Families' selection of the next leader based on their credentials and how well they execute the assignments equals equal success and family business longevity (Mathews & Blumentritt, 2015).…”

Section: Performance and Sustainability Of Family-owned Businessesmentioning

confidence: 99%

Entrepreneurship and Family Owned Enterprises Model for Long-Term Growth and Success: The Case of Sinokrot

Ammar

Mboga

2021

economit

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This article explores the startup, growth, and success factors of Sinokrot Global Group. Sinokrot, a family-owned enterprise located in the Palestinian West Bank. Sinokrot began as a local confection in the West Bank, focusing on Agro-Industries and Agriculture, which has expanded into the global market. The firm employs permanent and seasonal workers from surrounding fifty villages and cities. It accounts for three thousand five hundred workers in Palestine society and ships to over twenty countries worldwide. Despite political and economic challenges in Palestine and the Middle East, Sinokrot has set modern successful business ventures in the Palestinian and other emerging markets. This case study on Sinokrot, now termed Sinokrot Holdings, examines factors that contributed to the success and survival of Sinokrot. A structured interview method is used to elicit relevant information from top management of Sinokrot on its sustainable growth and entry into global markets. We will discuss implications for entrepreneurs in less developed nations. An entrepreneurship success model for family-owned businesses is proposed.

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A sequential choice model of family business succession

Cited by 25 publications

References 43 publications

Succession planning and performance of family-owned small and medium enterprises in Arusha City – Tanzania

Succession planning and performance of family-owned small and medium enterprises in Arusha City – Tanzania

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

Entrepreneurship and Family Owned Enterprises Model for Long-Term Growth and Success: The Case of Sinokrot

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