Edited by Panikklos Zata Poutziouris, Kosmas X. Smyrnios and Sabine B. Klein
Chapter 22: Using the Strategic Planning Process as a Next-Generation Training Tool in Family Business
23 An integrated framework for testing the success of the family business succession process according to gender speciﬁcity Vassilios D. Pyromalis, George S. Vozikis, Theodoros A. Kalkanteras, Michaela E. Rogdaki and George P. Sigalas Introduction The family ﬁrm has always been and continues to be an increasingly vital player in the economy (Duman, 1992). One of the events that may disrupt the smooth evolution of a family business is a generation transition and succession. Moreover, the enlarging role that women play in family businesses and their increasing presence during the succession process renders an investigation into the relationship between succession issues and gender speciﬁcity quite promising. This is because there have been very few studies dealing with gender issues in family ﬁrm ownership and management, even though family ﬁrms account for an estimated 80 per cent of all American businesses, and about one-third of these family ﬁrms are owned by women (Sonﬁeld and Lussier, 2003). In addition, the global rise in female entrepreneurship and self-employment has also been noted by OECD studies (OECD, 2000) and the National Federation of Women Business Owners (National Federation of Women Business Owners, 1997). More particularly, in the USA alone, it is anticipated that women will soon own 50 per cent of all US businesses and that there will be an upsurge in female inheritance, ownership and management of companies founded immediately post-war, over the period 2000–2020 (Achua, 1997; Daniels, 1997). Finally, succession issues receive extensive attention (Dyer and Sanchez, 1998)...
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