Post-succession strategic changes in unlisted French SMEs: a proposed typology based on the origin of the successor

Les changements stratégiques post-succession au sein des PME françaises non cotées: une proposition de typologie à partir de l’origine du successeur

Mamadou Ndione, Slimane Haddadj and Thierno Bah ()
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Mamadou Ndione: VALLOREM - Val de Loire Recherche en Management - UO - Université d'Orléans - UT - Université de Tours
Slimane Haddadj: CREGO - Centre de Recherche en Gestion des Organisations - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE]
Thierno Bah: NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université

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Abstract: While SMEs have been the subject of a great deal of research, few studies have proposed a typology of the strategic changes made following managerial succession. It is from this perspective that this article is written. Based on a survey of a sample of 86 French SMEs, this study shows that their strategic changes are explained by the origin of the succession. A principal component analysis of the data reveals three distinct strategies. The first, whose decisions are based on prudence, is applied mainly by internal successors from the families of the sellers in family-run microenterprises. The second is based on improving existing products. This strategy is pursued by both external successors (individuals) and internal successors (former employees or family members) who run family or non-family SMEs. This strategy is more noticeable in small and medium-sized enterprises. Finally, a strategy that promotes innovation. It is mainly pursued by external successors (individuals) in medium-sized, family-run enterprises.

Keywords: France; SME; internal/external succession; Strategic change; PME; Succession interne/externe; Changement stratégique (search for similar items in EconPapers)
Date: 2024
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Published in Finance Contrôle Stratégie, 2024, 27 (3), ⟨10.4000/14bd3⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05307788

DOI: 10.4000/14bd3

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