Determinants of Initial Satisfaction with the Succession Process in Family Firms: A Conceptual Model

By Pramodita Sharma, James J. Chrisman, Amy L. Pablo, Jess H. Chua. 2001

486 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1c8500829cf6802eda7c83627d1392f5e422310c

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Family‐Owned Business Succession: The Influence of Pre‐performance in the Nomination of Family and Nonfamily Members: Evidence from Spanish Firms (2010, background): “…and commitment to the firm (Chrisman, Chua, and Sharma 1998; Handler 1992; Ibrahim, Soufani, and Lam 2001; BOCATTO, GISPERT, AND RIALP 499 Sharma et al. 2001; Wang and Poutziouris 2003); (4) multiple levels of analysis: it argues that succession requires analysis from the perspective of…”
The relationship between succession issues and business performance (2004, background): “, 1990, 1997) and the impact of planning on business succession (Sharma et al., 2001; Ward, 1987, 1988).”
Paternalistic leadership in family firms: Types and implications for intergenerational succession (2014, background): “The model we develop in the following sections considers how firms owned by members of the same family develop and/or pursue a formal or implicit vision for the business when the business is about to be or has already been placed under the management and/or control of a family member (Chua, Chrisman”
Succession Planning as Planned Behavior: Some Empirical Results (2003, background): “Third, research is needed on the relative importance of the various components of the succession-planning process to succession satisfaction and effectiveness (Morris et al., 1997; Sharma et al., 2001).”
Incumbents’ Attitude Toward Intrafamily Succession (2016, background): “Incumbents develop deep emotional attachment with the firm through their nurturing of the business (Le Breton-Miller et al., 2004; Sharma et al., 2001).”
Should I stay or should I go? Career choice intentions of students with family business background (2011, background): “A member of the younger generation joining the family firm might experience a lack of acceptance and legitimacy among long-time employees but also among family members (e.g., Barach et al., 1988; Sharma et al., 2001).”
A Family Member or Professional Management? The Choice of a CEO and its Impact on Performance (2007, unknown): “Much of family business succession studies focuses on CEO succession from one family member to another (Morris et al., 1997; Sharma et al., 2001) while relatively little research explores the possibility of using a professional CEO or considers the issue of choosing between a family and a…”
Sustainable Certification for Future Generations (2014, unknown): “The stakeholder literature focuses mostly on current stakeholders, and while successors have been described by Sharma et al. (2001) as an important stakeholder group with a legitimate claim on the firm and a legitimate concern over the succession process, we still have little understanding of how…”
Psychological aspects of succession in family business management (2013, background): “The literature regarding process factors addresses the extent to which succession depends on aspects such as the successor selection process, the nurturing and development of successors, corporate governance structures, and shared visions (Dyck et al., 2002; Lansberg, 1999; Sharma et al., 2001).”
Family Firm Heterogeneity: A Definition, Common Themes, Scholarly Progress, and Directions Forward (2021, background): “Transgenerational succession is a distinctive feature of family firms (Chua et al., 1999), which consists of actions, events, and developments that influence the transfer of firm control from one family member to another (Sharma et al., 2001).”
An Exploration of the Generational Differences in Levels of Control Held Among Family Businesses Approaching Succession (2007, background): “In addition, there is evidence that ambiguous leadership situations generate dissatisfaction in family business succession (Sharma et al., 2001).”