To Be or Not to Be: How Family Firms Manage Family and Commercial Logics in Succession

33 Pages Posted: 6 Jul 2016

See all articles by Peter Jaskiewicz

Peter Jaskiewicz

University of Ottawa - Telfer School of Management

Katharina Heinrichs

WHU - Otto Beisheim School of Management

Sabine B. Rau

Independent

Trish Reay

University of Alberta - Department of Strategic Management and Organization

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Date Written: July 2016

Abstract

We draw on the institutional logics perspective to understand different approaches that family firms can use to manage the process of succession. Based on the analysis of 21 case studies of family firms in Germany, we identify four different ways of managing potentially conflicting family and commercial logics that are associated with four different succession processes. Our findings contribute to the family firm literature by improving our knowledge of the heterogeneity of family firms and by explaining different ways that the family logic can influence firm behavior. Moreover, we contribute to institutional theory by showing the importance of filtering mechanisms for organizations that must respond to coexisting logics.

Suggested Citation

Jaskiewicz, Peter and Heinrichs, Katharina and Rau, Sabine B. and Reay, Trish, To Be or Not to Be: How Family Firms Manage Family and Commercial Logics in Succession (July 2016). Entrepreneurship Theory and Practice, Vol. 40, Issue 4, pp. 781-813, 2016, Available at SSRN: https://ssrn.com/abstract=2804814 or http://dx.doi.org/10.1111/etap.12146

Peter Jaskiewicz (Contact Author)

University of Ottawa - Telfer School of Management ( email )

136 Jean-Jacques Lussier Street
Ottawa, Ontario K1N 6N5
Canada

Katharina Heinrichs

WHU - Otto Beisheim School of Management ( email )

Burgplatz 2
Vallendar, 56179
Germany

Sabine B. Rau

Independent

Trish Reay

University of Alberta - Department of Strategic Management and Organization ( email )

Edmonton, Alberta T6G 2R6
Canada
780-492-4246 (Phone)
780-492-3325 (Fax)

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