When the successor becomes the true leader of a family business?

Alicja Hadryś-Nowak
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Alicja Hadryś-Nowak: Poznań University of Business and Economics, Poznań, Poland Author-Email: alicja.hadrys@ue.poznan.pl

International Entrepreneurship Review, 2020, vol. 6, issue 1, 77-92

Abstract: Objective: The aim of presented paper is to try to answer to the questions: what are the factors that facilitate or inhibit the process of becoming the leader for international family business, and what are the major successor’s characteristics enabling successor to be a true leader of international family business? Research Design & Methods: The in-depth interview method was used. Findings: Successor’s characteristics such as: integrity, commitment to the family and family business, ability to command the respect of the personnel, decisiveness and interpersonal skills, proved to be relevant. Contribution & Value Added: With the study, author aim to contribute to a better understanding of factors connected with successor’s passage from manager to leader in international family business. the successors need to feel responsibility for the family. Secondly, he/she should has the deciding power in some part of the business. As case study shows, conflicts and interactions between family members, when well-managed, might be source of new ideas and solutions. Next to qualifications and constant learning and improving skills, there is also a need for being open minded and ready to change.

Keywords: succession process; successor; family business; business transfers; generational change (search for similar items in EconPapers)
JEL-codes: L26 M12 M51 M53 (search for similar items in EconPapers)
Date: 2020
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