Motives and Outcomes in Family Business Succession Planning

Gilding, Michael; Gregory, Sheree; Cosson, Barbara

doi:10.1111/etap.12040

Cited by 100 publications

(121 citation statements)

References 33 publications

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“…The important role of these program managers can also be perceived as their greatest weakness, as it is uncertain the direction such programs will take when these manager are not in their roles anymore. Succession planning was never discussed during this study, so retirement or withdrawal of entrepreneurial and driving leaders is likely to have a severe negative effect on program performance, similar to the negative effects of a lack of succession planning in private businesses [77,78].…”

Section: Comparison Of Programsmentioning

confidence: 98%

Transnational Comparison of Sustainability Assessment Programs for Viticulture and a Case-Study on Programs’ Engagement Processes

et al. 2014

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This article documents and compares the most prominent sustainability assessment programs for individual organisations in viticulture worldwide. Certification and engagement processes for membership uptake; benefits; motives; inhibiting factors; and desirable reporting system features of viticultural sustainability programs, are all considered. Case-study results are derived from nine sustainability programs; 14 focus groups with 83 CEOs, Chief Viticulturists or Winemakers from wine grape production organizations from five countries (Australia, Chile, New Zealand, South Africa and the United States); 12 semi-structured interviews with managers either currently or formerly in charge of the sustainability programs; researcher observations; and analysis of documents. Programs were categorized by their distinct program assessment methods: process-based, best practice-based, indicator-based and criterion-based. We found that programs have been created to increase growers' sustainability, mainly through the direct and indirect education they receive and promote, and the economic benefit to their business caused by overall improvement of their operations. The main finding from this study is that the success of each of these programs is largely due to the people driving the programs OPEN ACCESS Sustainability 2014, 6 2032 (program managers, innovative growers and/or early adopters) and the way these people communicate and engage with their stakeholders and peers.

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Section: Comparison Of Programsmentioning

confidence: 98%

Transnational Comparison of Sustainability Assessment Programs for Viticulture and a Case-Study on Programs’ Engagement Processes

et al. 2014

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“…Successful succession is reported to be critical to securing the family business across generations and to ensuring family harmony (Gilding, Gregory and Cosson, 2013). Hence, succession is a key topic in family business research (Chrisman, Chua and Sharma, 1998;De Massis, Chua and Chrisman, 2008;Gilding et al, 2013;Helin and Jabri, 2015;Lam, 2011;Litz, Pearson and Litchfield, 2012;Sharma, Chrisman and Chua, 2003;Zahra and Sharma, 2004).…”

Section: Introductionmentioning

confidence: 99%

Navigating the family business: A gendered analysis of identity construction of daughters

Hytti

Alsos

Heinonen

et al. 2016

International Small Business Journal: Researching Entrepreneurs

167

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“…Some studies have shown that only 30% of family companies survive into the second generation and only 15% into the third. Proper succession planning is essential for a successful transition (Gilding, Gregory, & Cosson, 2015;Hjorth & Dawson, 2016;Morris, Williams, & Nel, 1996).…”

Section: The Challenges Of a Family-run Businessmentioning

confidence: 99%

Succession management success at PT Bakrie Brothers Tbk

Rosen¹,

Luddin²,

Supriyati³

2019

Glob Bus Org Exc

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The succession process is critical to the success of any business, but presents particular challenges in family firms. In its 77 years of operation, PT Bakrie Brothers Tbk has grown to become one of the largest family businesses in Indonesia and is now looking forward to the fourth generation of family leadership, thanks to a precisely articulated succession management framework that also develops leaders from outside the family. An analysis of the company's experiences shows that four factors underlie its management succession program: a stated desire to be sustainable; an emphasis on entrepreneurship; adherence to corporate cultural values; and a well‐structured leadership development process that focuses on team dynamics, corporate vision and values, ethics and sustainability, communication, business execution and operational excelllence, and intrapreneurship, innovation, and creativity.

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Motives and Outcomes in Family Business Succession Planning

Cited by 100 publications

References 33 publications

Transnational Comparison of Sustainability Assessment Programs for Viticulture and a Case-Study on Programs’ Engagement Processes

Transnational Comparison of Sustainability Assessment Programs for Viticulture and a Case-Study on Programs’ Engagement Processes

Navigating the family business: A gendered analysis of identity construction of daughters

Succession management success at PT Bakrie Brothers Tbk

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