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Danes, Sharon M.; Leichtentritt, Ronit D.; Metz, Michael E.; Huddleston-Casas, Catherine A.

doi:10.1023/a:1009485301715

Cited by 47 publications

(8 citation statements)

References 53 publications

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“…, 1999). Danes et al. (2000) studied copreneurs in 206 farm family businesses with an emphasis on tension and conflict.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Higher APGAR [1] scores (higher levels of functionality) were associated with lower tension levels in the family business (Danes et al, 1999). Danes et al (2000) studied copreneurs in 206 farm family businesses with an emphasis on tension and conflict. Their findings associated positive modes of communication with lower levels of tension and negative modes with higher levels of tension.…”

Section: Ownership Transfermentioning

confidence: 99%

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Management and ownership transfer in small and medium family farms

Wiatt

Marshall

Musselman

2022

AFR

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PurposeThis study investigated the succession process in small and medium family farms as two distinct but related processes of management transfer and ownership transfer. Past studies focused on the broad subject of succession, without dissecting succession into the components that it contains. Furthermore, this study aimed to evaluate which business, family and owner characteristics were significant in the progress of each process toward the actual transfer of management and ownership.Design/methodology/approachTelephone interviews were conducted to gather information from rural family businesses in Illinois, Indiana, Michigan and Ohio. A bivariate ordered probit regression was utilized to model the processes of management and ownership transfer as separate but related processes. Both management transfer and ownership transfer were modeled utilizing three distinct stages of transfer.FindingsBusiness and owner characteristics were significant to both management and ownership transfer, whereas family characteristics only influenced ownership transfer. Farm family businesses that discussed goals, identified a successor and were educated on how to start the transfer process were more likely to have made progress in both management and ownership transfer.Originality/valueThe authors contribute empirically to the literature by modeling the components of the succession process, management transfer and ownership transfer, as separate but interrelated processes. The authors specifically investigate which business, owner and family characteristics influence the progression of management and ownership transfer in farm family businesses.

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“…, 1999). Danes et al. (2000) studied copreneurs in 206 farm family businesses with an emphasis on tension and conflict.…”

Section: Literature Reviewmentioning

confidence: 99%

Section: Ownership Transfermentioning

confidence: 99%

Management and ownership transfer in small and medium family farms

Wiatt

Marshall

Musselman

2022

AFR

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“…The use of particular conflict management strategies depends on the roles, the issues to discuss, and the expected outcomes. Concurrence seeking may be more used than open-mindedness to manage family-related conflict, given that families in business tend to avoid conflict (Danes et al, 2000).…”

Section: Open-mindednessmentioning

confidence: 99%

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

et al. 2021

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Family firms are a unique setting to study constructive conflict management due to the influence of family ties of the owning family imprinting a sense of common purpose and shared destiny, and high levels of trust. We study the relationship between shared vision and trust that intervene in the adoption of constructive conflict management. To achieve our purpose, we carried out a systematic indirect observation using a mixed methods approach. We used the narratives of 17 semi-structured interviews, audio-recorded and transcribed, of family and non-family managers or directors from five Spanish family firms in the siblings' partnership stage, combined with documentary data obtained from different sources. Intra- and inter-observer reliability were confirmed. Results show a dynamic relationship between shared vision and specific components of trust (benevolence and ability) at different levels of conflict management. We also provide evidence of specific processes of concurrence-seeking and open-mindedness in family and ownership forums accounting for the relevance of family governance in these type of organizations. Family firms are a sum of several subsystems which exhibit a particular resources configuration. This study sheds light on constructive conflict management in family firms opening interesting avenues for further research and offering practical implications to managers, owners, and advisors.

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“…The dyadic interaction between predecessors and successors is important because if managed properly it builds greater trust, better understanding and opportunities for improved knowledge transfer among the actors (Cabrera-Suárez et al, 2001;De Massis, Chua & Chrisman, 2008;Handler, 1990,Harvey & Evans, 1995Sharma et al, 2001, Ward, 1987, and it is linked directly to improved successor post-succession performance (Goldberg, 1996) and positive organizational outcomes (Handler, 1990;Le Breton-Miller et al, 2004;Stavrou & Swiercz, 1998;Venter et al, 2005). However, if the dyadic interaction between the predecessor and successor starts to deteriorate this could lead both to erect barriers hindering effective communication, adopt destructive roles and avoid each other's company; preventing critical resource sharing (Gordon & Nicholson, 2010) all of which can heart the well-being of the organization (Danes, Leichtentritt, Metz, & Huddleston-Casas, 2000;Stewart & Danes, 2001).…”

Section: The Influence Of Post-succession Predecessor Involvementmentioning

confidence: 99%

Retired Yet Involved: How Even After the Succession Predecessors of Family Businesses Continue to Influence Their Firms

Çayköylü¹

2019

IJBM

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Successions are usually portrayed as events where predecessors quickly and quietly fade away from the picture once the transfer of managerial authority is complete. However, for majority of the family firms this is not the case. Family firm predecessors can continue to be involved with the family business even after their retirement in myriad of ways through on-going and overlapping business and kinship relations. Based on interviews with predecessors and successors from nineteen family businesses in Turkey, this article presents that it is the successors’ expectation how their predecessors should act after the succession that determines whether post-succession predecessor involvement has a positive or negative influence on the family business.

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Untitled

Cited by 47 publications

References 53 publications

Management and ownership transfer in small and medium family farms

Management and ownership transfer in small and medium family farms

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

Retired Yet Involved: How Even After the Succession Predecessors of Family Businesses Continue to Influence Their Firms

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