Family firm succession in tourism and hospitality: an ethnographic case study approach

Abstract

PurposeGrounded in stewardship theory, this study explores the motives, actions and meanings of multiple stakeholders involved in an inter-family hospitality family firm succession.Design/methodology/approachA longitudinal, ethnographic case study approach collects data from 15 in-depth interviews, one year of observation and a one-month on-site internship.FindingsResults show that a well-defined succession plan and the active involvement of the successor/s in the succession process would foster a strong stewardship commitment to the family business. Moreover, a clear and open communication strategy is required to strategically manage rivalry and competition among potential successors during an inter-family succession.Originality/valueThe succession process of family firms remains an intensely discussed phenomenon, and despite its importance to the tourism and hospitality industry, the intersection between tourism and hospitality and family business literature is sparse. Notably, the tourism and hospitality literature lacks a multiple stakeholder perspective to holistically capture the motives, actions and meanings of numerous stakeholders involved in an inter-family succession.

Exploring the life cycle of family-owned tourism businesses in maturity

“…Due to the lack of succession planning and poor communication between siblings, the firm has to fail into decline, just as other authors have pointed out (Kallmuenzer et al, 2021;Peters and Kallmuenzer, 2018) (see Figure 5). During the fourth generation in command, a sibling partnership controlled the company and maintained the business without any improvement for many years, which led to the wear of the physical facilities and the service provided.…”

“…It indicates the formality in the plans and strategies that are implemented, including that of generational succession. In the literature (Peters and Buhalis, 2004; Kallmuenzer et al , 2021), a lack of formality, planning and procedures affects the service's performance, standardization and quality control.…”

Online branding strategies of family SME wineries: a Hungarian-German comparative study

“…(2019), where a division is made between core identity (consisting of promises and core values), as well as external identity. In addition, a number of social media channels were observed as a descriptive measure of major communication channels for both brand core identity as well brand extended identity (brand image) (Kallmuenzer et al. , 2021).…”

“…Literature review 2.1 Brand core, brand identity and brand image in Web 2.0 communications This research builds on the theoretical concept created by Urde et al (2013), further developed by Urde (2016) and later deployed by Casprini et al (2019), where a division is made between core identity (consisting of promises and core values), as well as external identity. In addition, a number of social media channels were observed as a descriptive measure of major communication channels for both brand core identity as well brand extended identity (brand image) (Kallmuenzer et al, 2021). This is an important aspect of branding, as social media have disrupted the classical approach to branding through storytelling and have turned consumers into active participants of the storytelling as well as branding process (Singh and Sonnenburg, 2012).…”

Thriving family businesses in tourism and hospitality: A systematic review and a synthesis of the relevant literature

“…incoming owner-managers) of family firms may represent new opportunities, resources and sources of knowledge and information for them. Other authors delved into family succession matters (Kallmuenzer et al , 2021; Ollenburg and Buckley, 2011; Prevolsek et al. , 2017; Steier, 2001).…”