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VIEW AND MANAGEMENT OF INNOVATIVENESS UPON SUCCESSION IN FAMILY-OWNED SMEs

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Author Info

  • CHRISTINA GRUNDSTRÖM

    ()
    (Linköping University, Department of Management and Engineering, SE-581 83 Linköping, Sweden)

  • CHRISTINA ÖBERG

    ()
    (Lund University, Department of Industrial Management and Logistics, Box 118, SE-221 00 Lund, Sweden)

  • Anna Öhrwall Rönnbäck

    ()
    (Linköping University Department of Management and Engineering SE-581 83 Linköping, Sweden)

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    Abstract

    The purpose of this paper is to provide insights into how the successors of family-owned manufacturing SMEs view and manage innovativeness. Research into company takeovers mainly focuses on large companies and little is known about innovativeness in research on family-owned businesses, often SMEs. This paper presents findings from ten company successions, five of which describe family successions and five external ones. The paper points to that there is little difference in how various types of successor view and manage innovativeness. A successor is chosen with care and this also influences the view and management of innovativeness; other criteria seem to apply in the succession and radical changes can only be introduced if a number of contextual factors are managed properly. The paper also indicates that while financial constraints may limit innovations, a strong financial situation is not an antecedent for innovativeness.

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    Bibliographic Info

    Article provided by World Scientific Publishing Co. Pte. Ltd. in its journal International Journal of Innovation Management.

    Volume (Year): 15 (2011)
    Issue (Month): 03 ()
    Pages: 617-640

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    Handle: RePEc:wsi:ijimxx:v:15:y:2011:i:03:p:617-640

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    Related research

    Keywords: Succession; family-owned; SMEs; innovativeness; acquisition; takeover; radical; incremental;

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