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The Role of Knowledge Creation and Transfer in Family Firm Succession

Author

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  • Kalin Pipatanantakurn

    (College of Management, Mahidol University, Bangkok 10400, Thailand)

  • Vichita Vathanophas Ractham

    (College of Management, Mahidol University, Bangkok 10400, Thailand)

Abstract

The purpose of the study is to investigate the role that knowledge creation and knowledge transfer processes play in family firm intergenerational succession in Thailand. An exploratory qualitative case study approach is used. Interviews were conducted with successors and predecessors of small, medium and large Thai firms that have undergone leadership succession within the past five years (30 firms, for n = 60 interviews). Data were analyzed using a qualitative content analysis approach. There were 16 different knowledge approaches identified that are undertaken by the successor. These processes are commonplace to firms, including formal and informal, internal and external processes of knowledge creation and transfer. Most of these occur at different stages of preparation for succession (pre-succession, transition and succession stages). While some knowledge approaches are used across firms, others are specific to small or large firms. These knowledge approaches and stages were used to develop a knowledge process model for family firm succession. The research develops an original model of the knowledge processes associated with family firm succession. This model, which incorporates a staged succession model with the knowledge processes identified, explains how and why knowledge creation and transfer occur during the succession process.

Suggested Citation

  • Kalin Pipatanantakurn & Vichita Vathanophas Ractham, 2022. "The Role of Knowledge Creation and Transfer in Family Firm Succession," Sustainability, MDPI, vol. 14(10), pages 1-18, May.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:10:p:5845-:d:813616
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    References listed on IDEAS

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    1. Michael Gilding & Sheree Gregory & Barbara Cosson, 2015. "Motives and Outcomes in Family Business Succession Planning," Entrepreneurship Theory and Practice, , vol. 39(2), pages 299-312, March.
    2. Henrik Harms, 2014. "Review of Family Business Definitions: Cluster Approach and Implications of Heterogeneous Application for Family Business Research," IJFS, MDPI, vol. 2(3), pages 1-35, July.
    3. Ismael Barros-Contreras & Jesús Manuel Palma-Ruiz, 2020. "Knowledge Accumulation and Its Effects on Organizational Effectiveness in Family Firms," Studies on Entrepreneurship, Structural Change and Industrial Dynamics, in: João Leitão & António Nunes & Dina Pereira & Veland Ramadani (ed.), Intrapreneurship and Sustainable Human Capital, edition 1, pages 155-167, Springer.
    4. Ikujiro Nonaka, 1994. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science, INFORMS, vol. 5(1), pages 14-37, February.
    5. Stephen Gourlay, 2006. "Conceptualizing Knowledge Creation: A Critique of Nonaka's Theory," Journal of Management Studies, Wiley Blackwell, vol. 43(7), pages 1415-1436, November.
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    Cited by:

    1. Qingnian Wang & Yunpei Wang & Xiaoping Li & Lan Tang, 2023. "The Sustainability of Family Ownership on the Choice of Foreign Market Entry Mode: Empirical Evidence from Listed Family Firms in China," Sustainability, MDPI, vol. 15(13), pages 1-16, July.

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