Hybrid succession teams: Understanding their formation and conditions for success

Catherine Thevenard-Puthod ()
Additional contact information
Catherine Thevenard-Puthod: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc

Post-Print from HAL

Abstract: This article focuses on hybrid succession teams that comprise both family and nonfamily members, to identify the reasons and criteria for forming these teams, as well as the difficulties they encounter during the succession process. The empirical results, based on three longitudinal case studies (two failures and one success), reveal the strong and sometimes negative influence of the predecessor on the constitution and functioning of these succession teams. In particular, the predecessor may choose this form of succession and the members of the team, based solely on the complementarity of their skills. The predecessor's natural preference for family members also can be a source of conflict, because it creates information asymmetry between family and nonfamily successors. Consequently, a lack of strong ties among team members and the presence of information asymmetry can increase the risk of succession team dissolution.

Keywords: Succession; Family business; Succession teams (search for similar items in EconPapers)
Date: 2022
References: Add references at CitEc
Citations:

Published in Journal of Small Business Management, 2022, 60 (1), pp.178-218. ⟨10.1080/00472778.2019.1700690⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

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:hal:journl:hal-03969302

DOI: 10.1080/00472778.2019.1700690

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().