The relationship between succession issues and business performance

Wang, Yong; Watkins, David S.; Harris, Neil; Spicer, Keith

doi:10.1108/13552550410521380

Cited by 65 publications

(68 citation statements)

References 53 publications

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“…The strong confidence levels ascertain that a high degree of succession planning impacts almost equally both dimensions of the succession process, namely satisfaction with and effectiveness, as was originally suggested in the development of the conceptual framework (Pyromalis et al 2006). These findings are in line with existing literature, which asserts that succession planning increases the probability of a successful succession outcome (Sharma et al 2001;Ward 1987), increases the level of satisfaction ) and produces better financial results (Wang et al 2004). …”

Section: Effective Succession Planningsupporting

confidence: 89%

Mapping the successful succession process in family firms: evidence from Greece

Pyromalis

Vozikis

2009

Int Entrep Manag J

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The succession process in family firms has by far been determined to be the most critical phase in the family business life-cycle (e.g. Morris et al. Journal of Business Venturing 18:513-531, 1997;Wang et al. 2000) and characterized as the period in which most family firm fatalities occur (Handler and Kram Family Business Review 1: 1988). This paper is an empirical study on Greek family firms and seeks to identify the critical success factors that have a major impact on the outcome of a generational transition in the leadership of the family firm. Based on an integrated conceptual framework proposed by Pyromalis et al. (2006), we test the impact of five factors, namely the incumbent's propensity to step aside, the successor's willingness to take over, the positive family relations and communication, succession planning, and the successor's appropriateness and preparation on both the satisfaction of the stakeholders with the succession process and the effectiveness of the succession process per se. The results provide a useful insight and confirm the importance of the aforementioned factors in the succession process by mapping a safe passage through the family business succession process, and by contributing not only to the overall family business literature but also generating strong arguments in favor of the family firm as an integral entrepreneurial element for a region's sustainable economic development.

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Section: Effective Succession Planningsupporting

confidence: 89%

Mapping the successful succession process in family firms: evidence from Greece

Pyromalis

Vozikis

2009

Int Entrep Manag J

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“…For instance, several studies (Alstete, 2003;Carter et al, 2003;Eckel and Georgellis and Wall, 2004;Gosh andCheruvalath, 2007;Hughes, 2006;Kirkwood, 2009;Malonand Cohen, 2001;McClelland et al, 2005;Segal et al, 2005;Wang et al, 2004;Wilson et al, 2004) have documented that women are motivated by both pull and push factors.…”

Section: Review Of Literaturementioning

confidence: 99%

An Exploratory Study of Motivational Factors on Women Entrepreneurship Venturing in Malaysia

Ismail¹,

Shamsudin²,

Chowdhury³

2011

Business and Economic Research

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This study explored the effects of motivational factors on women entrepreneurship venturing in Malaysia. The research was conducted on 80 entrepreneurs through random sampling technique. All hypotheses were tested using regression analysis and Pearson correlations, controlling for demographic variables of gender, age, and education, years of experience, and start-up funding. While the results of this study found significant effect of pull motivational factors, there is a marginal effect of push motivational factors on women entrepreneurship venturing in Malaysia. Implications and a number of recommendations are discussed.

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“…Specifically, more than half of the outgoing leaders consider that explicit succession criteria should be specified in written form (Motwani et al 2006). In spite of this, there is an absence of succession plans in most SMEs (Brown and Coverley 1999;Chung and Yuen 2003;Huang 1999; Janjuha-Jivraj and Woods 2002; Wang et al 2004). Although financial and fiscal/ legal issues are an intrinsic part of the planning to which most companies dedicate their main effort, they are a necessary but insufficient condition (Lambrecht 2005).…”

Section: Looking For Solutionsmentioning

confidence: 95%

Succession in family firms from a multistaged perspective

Val

2008

Int Entrep Manag J

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Succession in family-owned businesses has been revealed to be a multistaged phenomenon with trigger events distinguishing one stage from the other. Our aim is to apply change management theory to this process to improve our understanding and to identify the key factors that should be taken into account when implementing it. To achieve this goal, we will review the existing literature about organizational change and will adapt it to succession in family firms. We will end with a case study, concluding that a good succession process is not the one which avoids conflict, but the one which successfully manages it.

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The relationship between succession issues and business performance

Cited by 65 publications

References 53 publications

Mapping the successful succession process in family firms: evidence from Greece

Mapping the successful succession process in family firms: evidence from Greece

An Exploratory Study of Motivational Factors on Women Entrepreneurship Venturing in Malaysia

Succession in family firms from a multistaged perspective

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