This study explores family business succession. In this study, succession is compared to the concept of opportunity versus necessity entrepreneurship. The motivations of successors when they enter ...the succession process are examined to identify different conditions for family business success and sustainability. The influence of context is also considered. This study is based on multilevel research and a multidisciplinary perspective. Fuzzy-set qualitative comparative analysis (fsQCA) is applied to a sample of 383 observations from 6 countries (Portugal, Italy, Greece, Cyprus, North Macedonia, and Bulgaria) spanning 2 regions: southern European Mediterranean countries (Portugal, Italy, Greece, and Cyprus) and southern Slavic countries (North Macedonia and Bulgaria). The interplay between personal characteristics of the successor, organizational characteristics of the family business, and context produces different patterns that lead to different outcomes in the succession processes of family businesses. The results are important to strengthen family business theory and identify the conditions that best promote the future growth and sustainability of family businesses. The results are also important to promote country-specific public policies that may create better conditions for successors in family businesses to succeed.
Prior research on CEO succession has omitted consideration of a critical institutional reality: some exiting CEOs do not fully depart the scene but instead remain as board chairs. We posit that ...predecessor retention restricts a successor's discretion, thus dampening his or her ability to make strategic changes or deliver performance that deviates from pre-succession levels. In short, a predecessor's continuing presence suppresses a new CEO's influence. Based on analysis of 181 successions in high technology firms, and with extensive controls (for circumstances associated with succession, the firm's need and capacity for change, and for endogeneity), we find substantial support for our hypotheses. In supplementary analyses, we find that retention has a more pronounced effect in preventing a new CEO from making big performance gains than in preventing big drops.
This article reviews leader succession research from 1994 to 2004. We begin with a brief summary of Kesner and Sebora's Kesner, I. F., & Sebora, T. C. (1994). Executive succession: Past, present and ...future.
Journal of Management, 20, 327–372. review of leader succession. We then critically examine intervening progress made by scholars regarding antecedents and consequences of succession. We conclude by critiquing the state of the field from both theoretical and methodological perspectives, and offering recommendations for future research. Generally, succession continues to be an attractive venue for scholars from a wide array of disciplines. Theory and methodology continue to be of variable quality, though some progress has been noted in the past decade on both fronts. Particularly notable research has generally either examined contextual aspects of succession, thus advancing our knowledge beyond main effects research, or used succession phenomena as windows into advancing organization theory.
The articles in Nordic Inheritance Law through the Ages - Spaces of Action and Legal Strategies explore the significance of inheritance law through the use of topical and in-depth studies that bring ...life to historical and contemporary Nordic inheritance law practices.
The term tertiary succession which follows restoration measures was introduced recently as a complement to primary and secondary succession. However, its widespread use is not justified ecologically. ...It seems rather formalistic and does not contribute to a better linking of successional theory and practical ecological restoration. The arguments questioning the use of this term are summarized here.
This study seeks to reconcile inconsistent findings on the performance consequences of new CEO origin. Drawing on five decades of empirical research on CEO succession outcomes, I develop a more ...refined theoretical conceptualization and a finer-grained measurement of the underlying construct of the insider vs. outsider CEO, and build and test a more comprehensive and nuanced framework of the succession context. A longitudinal investigation of the U.S. airline and chemical industries (1972-2002) indicates that new CEO 'outsiderness,' conceptualized as a continuum raging from new CEOs who have a greater combination of firm and industry tenure to those who have no experience in the firm and the industry, has no main effect on post-succession firm performance. However, significant moderating effects are found when environmental munificence, pre-succession firm performance, and concomitant strategic and senior executive team changes are considered. Together, these findings highlight the need to consider both pre- and post-succession contextual factors for evaluating the performance effects of new CEO outsiderness.
Extended Abstract Abstract The purpose of this study was investigating the factors affecting succession management in public organizations using meta-analysis. The statistical population includes ...valid papers in reputable domestic and international databases regarding factors affecting succession management. The collected data were analyzed by CMA2 software. Finally, the results of the study led to the identification of 41 effective factors out from 53 factors studied in the study of succession in organizations. By recognizing these factors, the necessary grounds for purposeful decision making and implementation of appropriate strategies in order to use talented and competent forces are facilitated.IntroductionSuccessful succession management can be effective in retaining staff, preparing high-capacity staff for key positions, and placing key individuals in vacant key positions (Barzegar, Roshan, Bijan, Shahriari & Yaghoubi, 2021). Employee retention is the key to organizational success and market development and leadership (Rowshan, Barzegar & Yaghoubi, 2020). Succession planning has a positive effect on employee engagement and employee performance (Barzegar, Roshan & Yaghoubi, 2020). To date, many studies have been conducted to identify the factors affecting succession management, each of which has yielded different results. However, this paper apply meta-analysis to integrate and validate the wide-ranging results of papers in this topic.Case studyThe statistical population of the study was scientific research articles published in the years 2010 to 2020. In this regard, relevant keywords were used that resulted in 95 national and international articles, of which 27 papers were selected for analysis.Material and methodsData analysis was performed using CMA2 software, and effect size of factors were calculated. Moreover, funnel diagram method was used to measure the diffusion bias and N heterogeneity test was used for the presence of moderating variables.The sampling method is objective, so the studies that had the below criteria were selected as the research sample, which included as follow:The research was conducted quantitatively (this condition eliminated 14 studies)Succession management should have an important role in the paper (This condition deleted 23 studies)The exact number of research statistics should be specified (this condition eliminated 16 researches)The regression coefficient or coefficient of influence of factors on the composition of succession management be precisely introduced (this condition caused the elimination of 15 studies)Discussion and Results The analysis led to the identification of 41 effective factors out from the 53 factors investigated in the study of succession management in organizations. To enhance the effectiveness of succession planning in organizations, the factors that have the greatest effect size should be considered. The most important factors based on effect size are respectively as follow: change management and process management (2.334), preparation and planning (2.174), career path management (1.791), intergenerational succession intention (1.088), managerial competence (1.076), justice (1.073), rational decision making style (1.051) and motivational factor (1.032), Comprehensiveness (0.976), avoidant decision-making style (0.894), psychosocial factors (0.879), foresight (0.828), instant decision-making style (0.814), flexibility (0.803), supervisor support (0.757), context (0.716), religious beliefs (0.679), structural barriers (0.604), individual abilities and skills (0.517), strategic alignment and needs analysis ((0.505).ConclusionDue to the abundance of research in this topic with scattered research methodologies and the lack of a comprehensive pattern for organizations, we applied meta-analysis method to integrate previous paper results. This means the results can be generalized to most organizations either public or private which is one of the most important achievements of this research. Moreover, by measuring and comparing effect size of previous researches, the most important factors affecting the succession management have been identified.All organizations or researchers that want to conduct research in this topic or intend to use the succession management in a satisfactory way can use the mentioned factors in this paper, especially the factors with greater effect size.
