از جانشینان خانواده تا رهبران تجاری موفق
ترجمه نشده

از جانشینان خانواده تا رهبران تجاری موفق

عنوان فارسی مقاله: از جانشینان خانواده تا رهبران تجاری موفق: یک مطالعه کیفی در مورد چگونگی توسعه روابط با کیفیت بالا در مشاغل خانوادگی
عنوان انگلیسی مقاله: From family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses
مجله/کنفرانس: مجله استراتژی تجارت خانوادگی - Journal Of Family Business Strategy
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت کسب و کار، مدیریت استراتژیک، مدیریت منابع انسانی، توسعه منابع انسانی، مدیریت استراتژیک منابع انسانی
کلمات کلیدی فارسی: روابط با كیفیت بالا، توسعه رهبری، نسل بعدی، مشاغل خانوادگی، تجارت خانوادگی میان نسلی
کلمات کلیدی انگلیسی: High-quality relationships، Leadership development، Next generation، Family business، Transgenerational family business
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.jfbs.2019.100334
دانشگاه: Aston Business School, United Kingdom
صفحات مقاله انگلیسی: 15
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 3/927 در سال 2019
شاخص H_index: 32 در سال 2020
شاخص SJR: 1/683 در سال 2019
شناسه ISSN: 1877-8585
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E14912
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست مطالب (انگلیسی)

Abstract

1- Introduction

2- Literature review and theoretical framework

3- Methodology

4- Findings

5- Discussion and conclusions

6- Contributions, limitations, and avenues for future research

References

بخشی از مقاله (انگلیسی)

Abstract

Little attention has been given to the role of interpersonal relationships in building the leadership skills of next-generation successors, with most literature focusing on the development of their business and technical skills. Drawing on Leader-Member Exchange (LMX) theory, we qualitatively explore how high-quality relationships develop between next-generation leaders and family and non-family stakeholders and how they impact leadership development. Findings from interviews with 24 next-generation leaders of family businesses in India show that high-quality relationships develop through mutual respect, trust, early affiliation with the business, mentoring, and mutual obligation. By exploring how high-quality relationships develop between next-generation family business leaders and family and non-family stakeholders, we contribute to a finer-grained understanding of successful intergenerational succession in family businesses. We also contribute to LMX theory by considering networks of relationships (and not just dyadic relationships) and by identifying two antecedents that are specific to family businesses (early affiliation with the business and mentoring) to the previously identified ones (trust, mutual respect, and mutual obligation).

Introduction

The effect of intergenerational succession on family business survival and performance has historically spawned much debate in extant literature (e.g., Calabrò, Minichilli, Daniele, & Brogi, 2018; Daspit, Holt, Chrisman, & Long, 2016). For every study outlining the benefits of succession for family firms’ prosperity across generations (Royer, Simons, Boyd, & Rafferty, 2008), there are others showing that family firms underperform with family leadership beyond the founding generation (Bennedsen, Nielsen, Perez-Gonzalez, & Wolfenzon, 2007; Chittoor & Das, 2007) or even disappear (Le Breton-Miller & Miller, 2015). A plausible cause is that next-generation successors are not always adequately prepared to assume the leadership role, making leadership development of the successor one of the critical determinants of family firm sustainability across generations (Daspit et al., 2016; Kansal, 2012; Sharma, Chrisman, & Gersick, 2012). Previous literature has traditionally focused on the development of the business and technical skills of successors (Deans, Oakley, James, & Wrigley, 2006; Dhaenens, Marler, Vardaman, & Chrisman, 2017; Ferris et al., 2009), with gradual expansion to investigating the role of high-quality relationships in developing leadership of next-generation family members (Sharma et al., 2012). Particularly, developing high-quality relationships between the successor and various stakeholders in the family business has been intricately linked with preparing next-generation successors to succeed in their leadership role (Bika, Rosa, & Karakas, 2019; Le Breton-Miller, Miller, & Steier, 2004; Mokhber et al., 2017). For example, Raaja Kanwar, Vice Chairman and Managing Director of Apollo International Limited – a family business operating in India – attributes a large part of his success as a leader to the high-quality relationships he built with his father and with other family and non-family stakeholders who provided much needed guidance and support when he assumed the leadership role (PwC, 2019).