HIGHLIGHTS
SUMMARY
This conflict often escalates during succession, resulting in a lack of succession intentions (Gagné et_al, 2021), unqualified successors (De Massis et_al, 2014), and the reluctance of incumbents to delegate power (Lam, 2011; Alterman et_al, 2020). Due to the significant roles of incumbents and successors in the family firm, their identity work not only affects individual-level consequences, but also results in corporate outcomes, as individual satisfaction and firm performance can be improved when they accept each other`s identity in succession (Sharma et_al, 2001; Huang et_al, 2020). This contradictory role perception intensifies in the . . .
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