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The Initial Succession: A Contingency Model of Founder Tenure

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  • George C. Rubenson
  • Anil K. Gupta

Abstract

The initial succession away from the founder in maturing firms has received moderate research attention, particularly in the family business literature. However, most studies have focused on individual factors and their effects on various outcome measures without developing comprehensive, conceptual underpinning. This article attempts to improve our understanding of this key milestone in the life of the organization by developing a basic contingency model to help conceptualize the Interplay between the evolving organization and the unique characteristics of the particular founder.

Suggested Citation

  • George C. Rubenson & Anil K. Gupta, 1997. "The Initial Succession: A Contingency Model of Founder Tenure," Entrepreneurship Theory and Practice, , vol. 21(2), pages 21-36, January.
    • Handle: RePEc:sae:entthe:v:21:y:1997:i:2:p:21-36
    DOI: 10.1177/104225879602100202
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    References listed on IDEAS

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    1. Schein, Edgar H., 1983. "The role of the founder in the creation of organizational culture," Working papers 1407-83., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    2. Charles W. Hofer & Ram Charan, 1984. "The Transition to Professional Management: Mission Impossible?," Entrepreneurship Theory and Practice, , vol. 9(1), pages 1-11, July.
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    5. Randolph P. Beatty & Edward J. Zajac, 1987. "Ceo change and firm performance in large corporations: Succession effects and manager effects," Strategic Management Journal, Wiley Blackwell, vol. 8(4), pages 305-317, July.
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    8. Neil C. Churchill & Kenneth J. Hatten, 1987. "Non-Market-Based Transfers of Wealth and Power: A Research Framework for Family Businesses," Entrepreneurship Theory and Practice, , vol. 11(3), pages 51-64, January.
    9. Wendy C. Handler, 1990. "Succession in Family Firms: A Mutual Role Adjustment between Entrepreneur and Next-generation Family Members," Entrepreneurship Theory and Practice, , vol. 15(1), pages 37-52, October.
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    Cited by:

    1. Da Teng & Chengchun Li & Sailesh Tanna, 2022. "Foreign ownership and productivity in Chinese newly listed firms: the moderating roles of founder’s human capital and social ties," Asia Pacific Journal of Management, Springer, vol. 39(3), pages 1125-1159, September.
    2. Martí, José & Menéndez-Requejo, Susana & Rottke, Olaf M., 2013. "The impact of venture capital on family businesses: Evidence from Spain," Journal of World Business, Elsevier, vol. 48(3), pages 420-430.
    3. Forbes, Daniel P. & Korsgaard, M. Audrey & Sapienza, Harry J., 2010. "Financing decisions as a source of conflict in venture boards," Journal of Business Venturing, Elsevier, vol. 25(6), pages 579-592, November.
    4. Howorth, Carole & Westhead, Paul & Wright, Mike, 2004. "Buyouts, information asymmetry and the family management dyad," Journal of Business Venturing, Elsevier, vol. 19(4), pages 509-534, July.
    5. Dmitry Khanin & Atanu Rakshit & Raj V. Mahto & William C. McDowell, 2020. "An Ongoing race: family CEOs vs. non-family CEOs," International Entrepreneurship and Management Journal, Springer, vol. 16(3), pages 1043-1063, September.
    6. Fabio Buttignon & Marco Vedovato & Paolo Bortoluzzi, 2005. "Family business investor byouts: the Italian case," "Marco Fanno" Working Papers 0004, Dipartimento di Scienze Economiche "Marco Fanno".

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