Dissertation/Thesis Abstract

Phenomenological study of the effect of succession planning on ensuring leadership continuity in family-owned businesses
by Caldwell, Harry J., D.B.A., University of Phoenix, 2011, 339; 10172745
Abstract (Summary)

This qualitative phenomenological study explored the various experiences and understandings of the key differentiators that predict family-owned businesses’ success from the first generation to the third generation. The sample used in this study consisted of ten public family-owned businesses and ten private family-owned businesses. The study utilized open-ended interviews and empirical research to identify relevant themes, trends and relationships. Three clusters of themes emerged: growth, entitlement and differentiation. The study identified those concepts that would explain the historical trajectory of the public and private family-owned companies. Leadership continuity drives succession planning, and leadership is the starting point for successor training, education, and development. The continued survival and growth of the organization depend on employing the right people, in the right position, at the right time. The future of succession planning is an important issue for all firms due to demographic factors, such as the rising number of employees reaching retirement age and the dwindling number of younger workers replacing them.

Indexing (document details)
Advisor: Dereshiwsky, Mary
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 78/02(E), Dissertation Abstracts International
Subjects: Business administration, Entrepreneurship, Individual & family studies
Keywords: Business leadership, Business owners, Entrepreneurship, Family-owned business, Small businesses, Succession planning
Publication Number: 10172745
ISBN: 978-1-369-27534-6
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