Motives and Outcomes in Family Business Succession Planning

Michael Gilding, Sheree Gregory and Barbara Cosson

Entrepreneurship Theory and Practice, 2015, vol. 39, issue 2, 299-312

Abstract: The family business succession planning literature routinely assumes two main motives on the part of incumbents: family business continuity across generations and family harmony. The cross–tabulation of these motives produces a typology consisting of four distinct combinations of motives for succession planning. In turn, these combinations suggest four outcomes of succession planning, framed as institutionalization, implosion, imposition, and individualization. The first two outcomes—institutionalization and implosion—are fully elucidated in the literature. The other two—imposition and individualization—are routinely overlooked. The proposed typology highlights the repertoire of motives that inform succession planning, and how they promote distinct succession outcomes.

Date: 2015
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (20)

Downloads: (external link)
https://journals.sagepub.com/doi/10.1111/etap.12040 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:entthe:v:39:y:2015:i:2:p:299-312

DOI: 10.1111/etap.12040

Access Statistics for this article

More articles in Entrepreneurship Theory and Practice
Bibliographic data for series maintained by SAGE Publications ().