Strategic Decision Making in Intergenerational Successions of Small- and Medium-Size Family-Owned Businesses

By Per-Olof Bjuggren, Lars-Göran Sund. 2001

206 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2dc6ebbab6a3c3d74eed63c7c9aacef90559cf9f

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

Entrepreneurial families and family firms (2010, background): “The close relations and repeated interaction among the family members typically means that in-depth and idiosyncratic knowledge about products, customers and competitors is transferred and renewed across generations in a way that is difficult for competitors to achieve (Bjuggren and Sund 2001; Cabre”
Dynamic capabilities and trans-generational value creation in family firms: The role of organizational culture (2010, background): “Cabrera-Suarez et al. (2001) emphasize the importance of knowledge as a source of competitive advantage in family business; and Bjuggren and Sund (2001) indicate a form of family idiosyncratic knowledge which makes intergenerational succession within the family firm more profitable than other types…”
All in the family? Social performance and corporate governance in the family firm (2012, background): “…concern for succession and maintenance of family control can promote socially responsible actions to preempt litigation, legal challenge, and poor publicity which could make family succession more divisive and difficult (Bjuggren & Sund, 2001; Chua et al., 2003; Sharma, Chrisman, & Chua, 2003).”
Family Business Succession and Its Impact on Financial Structure and Performance (2010, background): “In that sense, De Massis et al. (2008) and Bjuggren and Sund (2001, 2005) also point to the financing issues related to succession, which can seriously increase the need for seeking external financing.”
‘Types’ of private family firms: an exploratory conceptual and empirical analysis (2007, background): “…2000, Lynall et al. 2003) and ownership transfer and succession issues relating to private firms are also attracting academic and practitioner attention (Handler 1994, Morris et al. 1996, 1997, Birley et al. 1999, Bjuggren and Sund 2001, Sharma et al. 2003, Westhead 2003, Sharma and Irving 2005).”
Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms (2003, unknown): “Ironically, a family firm’s intimate knowledge of the firm’s resource stocks (Bjuggren & Sund, 2001) and its special incentives to effectively manage the firm’s financial capital (Gallo & Vilaseca, 1996; McConaughy & Phillips, 1999) can impede the shedding of resources.”