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Intergenerational Transition in a Small Family Business: Evidence from a Process Study
Abstract
Family businesses constitute the key infrastructure of wealth creation across the globe. One of the most important human-resource challenges they face is intergenerational transition, an issue that has received considerable attention from scholars in various countries. Despite this great interest, academics are still attempting to understand the phenomenon and provide effective managerial guidance on how family businesses can make it to the second generation. This chapter seeks to contribute to family business research by offering a more nuanced understanding of intergenerational transition that builds on a conceptualization of the phenomenon as a process rather than the prevailing view of it as an instantaneous event. In order to capture the processual nature of intergenerational transition, evidence is presented from a field study carried out in a small Italian family business that was the arena of three different intergenerational transitions taking place at different time periods. The evidence gathered suggests that the process is shaped by interaction of the different parties involved, who renegotiate their roles as it unfolds, with various factors playing a part.
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