Michael Gilding is a professor of sociology, Swinburne Institute for Social Research, Swinburne University of Technology, Melbourne, Victoria, Australia.
Motives and Outcomes in Family Business Succession Planning
Article first published online: 7 MAY 2013
© 2013 Baylor University
Entrepreneurship Theory and Practice
Volume 39, Issue 2, pages 299–312, March 2015
How to Cite
Gilding, M., Gregory, S. and Cosson, B. (2015), Motives and Outcomes in Family Business Succession Planning. Entrepreneurship Theory and Practice, 39: 299–312. doi: 10.1111/etap.12040
- Issue published online: 4 MAR 2015
- Article first published online: 7 MAY 2013
- Australian Research Council Linkage Grant Scheme
- Pitcher Partners
The family business succession planning literature routinely assumes two main motives on the part of incumbents: family business continuity across generations and family harmony. The cross-tabulation of these motives produces a typology consisting of four distinct combinations of motives for succession planning. In turn, these combinations suggest four outcomes of succession planning, framed as institutionalization, implosion, imposition, and individualization. The first two outcomes—institutionalization and implosion—are fully elucidated in the literature. The other two—imposition and individualization—are routinely overlooked. The proposed typology highlights the repertoire of motives that inform succession planning, and how they promote distinct succession outcomes.