Abstract
In enterprising families, the family, as a social institution, is the foundation of the family business. However, in enterprising families, intergenerational succession remains problematic. Using intergenerational solidarity theory, and data from the 2013 Global University Entrepreneurial Spirit Students Survey (GUESSS; N = 18,576), our findings indicate that affective commitment partially mediates the relationship between family business exposure and offspring’s succession intentions. We also find that this relationship is stronger for sons than for daughters, while birth order has no effect. Implications for theory and practice are discussed.
Highlights
In enterprising families, the family, as a social institution, is the foundation of the family business
We ask the specific research questions: In the context of the enterprising family, what is the role of affective commitment in the relationship between family business exposure and succession intentions? and : In the context of the enterprising family, what is the moderating role of gender and birth order in the relationship between family business exposure and affective commitment? We address these questions by turning to the recent work on family science (Jaskiewicz et al, 2017) and adopting an intergenerational solidarity theory perspective (Bengtson, 2001; Bengtson & Roberts, 1991) to explore succession intensions, in the context of the enterprising family
In view of the well-k nown effect of affective commitment in the succession intention literature (Dawson et al, 2015; Sharma et al, 2003a), we argue that family business exposure will lead to affective commitment, which will lead to succession intentions
Summary
The family, as a social institution, is the foundation of the family business. Other studies have focused on succession from the perspective of the offspring or potential successor (Birley, 1986, 2002; Schröder et al, 2011) These studies have found that succession is more likely to occur when intergenerational relationships are harmonious (Venter et al, 2005), career interests are aligned with the family enterprise (Dawson et al, 2015), and when successors have high internal locus of control (Zellweger et al, 2011)
Sign-in/Register to view highlights & summary 
Published Version (
Free)
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call