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Anticipating intergenerational management transfer of family firms: A typology of next generation’s future leadership projections

Author

Listed:
  • Miruna Radu Lefebvre

    (Audencia Business School)

  • Vincent Lefebvre

    (Audencia Business School)

Abstract

A key assumption in family business research and practice is that for family businesses to have a future, succession must be secured. Because family businesses are hybrid organizations with partially or totally overlapping family and business identities, a second consensual assumption is shared by most family business scholars and entrepreneurs: the business needs to stay in the family, so intra-family succession is the optimal ownership and management transfer solution. Yet both assumptions adopt the perspective of the business founder or the current family business leader. Next generations are rarely asked to express their thoughts and feelings about the future of the family firms that they are expected to protect, develop and pass on to their own children. Do next generation members share these two assumptions or do they envision their potential leadership role differently, expressing alternative views about the meaning and scope of family business succession? In this article, we present and discuss four alternative future leadership projections generated by a group of 14 next generation members participating in a training workshop held in the west of France in August 2013.

Suggested Citation

  • Miruna Radu Lefebvre & Vincent Lefebvre, 2016. "Anticipating intergenerational management transfer of family firms: A typology of next generation’s future leadership projections," Post-Print hal-01257752, HAL.
    • Handle: RePEc:hal:journl:hal-01257752
    DOI: 10.1016/j.futures.2015.10.010
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    Cited by:

    1. Umans, Ine & Lybaert, Nadine & Steijvers, Tensie & Voordeckers, Wim, 2021. "The influence of transgenerational succession intentions on the succession planning process: The moderating role of high-quality relationships," Journal of Family Business Strategy, Elsevier, vol. 12(2).
    2. Hanna Górska-Warsewicz & Maciej Dębski & Krystyna Rejman & Wacław Laskowski, 2020. "The Specificity of Family Firms Providing Accommodation Services—The Experience of a Post-Socialist Country 30 Years after the Economic Transformation," Sustainability, MDPI, vol. 12(24), pages 1-21, December.
    3. Ine Umans & Nadine Lybaert & Tensie Steijvers & Wim Voordeckers, 2020. "Succession planning in family firms: family governance practices, board of directors, and emotions," Small Business Economics, Springer, vol. 54(1), pages 189-207, January.

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