Abstract
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.
Sign-in/Register to access full text options 
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 callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
