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Emotional And Family Influences In Succession Planning Of Family Owned Businesses With Respect To Smes

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  • Shikha Bharadwaj

Abstract

Succession planning is an integral part of every business but how many houses actually realize this questionable. In India, even the big business houses are comfortable in discussing these matters in board meetings. Business in India is more like a property where one individual owns and further passed on to family member only. In recent past there has been tremendous change in our patterns of succession planning. Thus this article throws some light on these issues of succession planning in family owned businesses in India. The data have been collected from different Small and Medium Enterprises in automotive component Industry. The samples have been chosen out of family owned businesses (FOBs) only. The data have been collected from Delhi and National capital region of India. The data was collected from Chairman, Managing Director, Executive Director and Board members of the enterprises. The data is collected in two forms through Face to face interview with four basic questions. Further the data has been represented by content analysis of the respondents. Key words: Emotions, Succession planning, Family and Stress

Suggested Citation

  • Shikha Bharadwaj, 2014. "Emotional And Family Influences In Succession Planning Of Family Owned Businesses With Respect To Smes," Working papers 2014-06-13, Voice of Research.
    • Handle: RePEc:vor:issues:2014-06-13
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    References listed on IDEAS

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    1. Mazumdar, Surajit, 2008. "The analysis of business groups: Some observations with reference to India," MPRA Paper 19628, University Library of Munich, Germany.
    2. Leff, Nathaniel H, 1978. "Industrial Organization and Entrepreneurship in the Developing Countries: The Economic Groups," Economic Development and Cultural Change, University of Chicago Press, vol. 26(4), pages 661-675, July.
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