Influencing Family Business Succession: A Social Identity Perspective33rd Annual Meeting of the Strategic Management Society (2013)
Drawing from a series of family business cases studies, we employ Social Identity Theory to create a model of the dynamics associated with a family successor’s push for succession. We propose that successors derive power not from resource control and dependencies but from the desire to preserve the family business identity. This meta-identity guides the successor toward more consensual influence tactics. Yet resistance from the founder draws attention to role differentials between the successor and founder, making the family business identity less salient. This leads to the use of more coercive means of influence. In the end, identity and influence tactics help explain differences in successor satisfaction with the succession process.
- Family business,
- Social identity
Publication DateSeptember, 2013
Citation InformationDavid Jiang and Scott D. Hayward. "Influencing Family Business Succession: A Social Identity Perspective" 33rd Annual Meeting of the Strategic Management Society (2013)
Available at: http://works.bepress.com/david-jiang/16/