A Family Imprinting Approach to Nurturing Willing Successors: Evidence From Centennial Family Firms

Abstract

A critical aspect for the continuity of family businesses (FB) is the existence of willing successors. In this article, we use the imprinting theory to ground an explanation of how the family imprinting process shapes siblings’ willingness to become a successor in the FB. We stylize three family imprinting types based mainly on different family motivations: the FB-centric, the entrepreneurship-centric, and the free-will-centric. The uniqueness of this approach is that it offers an imprinting-based process model capable of explaining the origins of homogeneity and heterogeneity in succession willingness at both the inter- and the intra-family levels.

Keywords

family business family imprinting imprinting succession willing successors

Get full access to this article

View all access options for this article.

References

Ahn

S. Y.

(2018). Founder succession, the imprint of founders’ legacies, and long-term corporate survival. Sustainability, 10(5), 1485–1499.

Alvesson

Deetz

(2000). Doing critical management research. SAGE.

Barach

J. A.

Ganitsky

J. B.

(1995). Successful succession in family business. Family Business Review, 8(2), 131–155.

Basco

Calabrò

Campopiano

(2019). Transgenerational entrepreneurship around the world: Implications for family business research and practice. Journal of Family Business Strategy, 10(4), 100249.

Berrone

Cruz

Gomez-Mejia

L. R.

(2012). Socioemotional wealth in family firms: Theoretical dimensions, assessment approaches, and agenda for future research. Family Business Review, 25(3), 258–279.

Birley

(1986). Succession in the family firm: The inheritor’s view. Journal of Small Business Management, 24(3), 36–43.

Blumentritt

Mathews

Marchisio

(2013). Game theory and family business succession: An introduction. Family Business Review, 26(1), 51–67.

Boeker

(1989). Strategic change: The effects of founding and history. Academy of Management Journal, 32(3), 489–515.

Bozer

Levin

Santora

J. C.

(2017). Succession in family business: Multi-source perspectives. Journal of Small Business and Enterprise Development, 24(4), 753–774.

10.

Braun

Sharma

(2007). Should the CEO also be chair of the board? An empirical examination of family-controlled public firms. Family Business Review, 20(2), 111–126.

11.

Brockhaus

R. H.

(2004). Family business succession: Suggestions for future research. Family Business Review, 17(2), 165–177.

12.

Burton

M. D.

Beckman

C. M.

(2007). Leaving a legacy: Position imprints and successor turnover in young firms. American Sociological Review, 72(2), 239–266.

13.

Cadieux

(2007). Succession in small and medium-sized family businesses: Toward a typology of predecessor roles during and after instatement of the successor. Family Business Review, 20(2), 95–109.

14.

Calabrò

Minichilli

Amore

M. D.

Brogi

(2018). The courage to choose! Primogeniture and leadership succession in family firms. Strategic Management Journal, 39(7), 2014–2035.

15.

Cater

J. J.

Kidwell

R. E.

Cam

K. M.

(2016). Successor team dynamics in family firms. Family Business Review, 29(3), 301–326.

16.

Chalus-Sauvannet

M. C.

Deschamps

Cisneros

(2016). Unexpected succession: When children return to take over the family business. Journal of Small Business Management, 54(2), 714–731.

17.

Chrisman

J. J.

Chua

J. H.

Sharma

(1998). Important attributes of successors in family businesses: An exploratory study. Family Business Review, 11(1), 19–34.

18.

Chua

J. H.

Chrisman

J. J.

Sharma

(1999). Defining the family business by behavior. Entrepreneurship Theory and Practice, 23(4), 19–39.

19.

Chua

J. H.

Chrisman

J. J.

Sharma

(2003). Succession and nonsuccession concerns of family firms and agency relationship with non-family managers. Family Business Review, 16(2), 89–107.

20.

Clinton

O’Gorman

Faherty

C. M.

DeTienne

(2017). Imprinting effects in family-owned firms. In Taneja

(Ed.) Academy of management proceedings (Vol. 2017, p. 15727). Academy of Management.

21.

Cohen

Manion

Morrison

(2007) Research Methods in Education. Routledge.

22.

Daspit

J. J.

Holt

D. T.

Chrisman

J. J.

Long

R. G.

(2016). Examining family firm succession from a social exchange perspective: A multiphase, multi-stakeholder review. Family Business Review, 29(1), 44–64.

23.

Davis

S. E.

Nadkarni

Sharma

Chrisman

J. J.

(2021). Transgenerational succession in family firms: A psychological perspective. In Rusen

T. A.

(Ed.), Theory and practice of business families and family businesses (pp. 212–217). Vandenhoeck & Ruprecht.

24.

Dawson

Sharma

Irving

P. G.

Marcus

Chirico

(2015). Predictors of later-generation family members’ commitment to family enterprises. Entrepreneurship Theory and Practice, 39(3), 545–569.

25.

De Massis

Chua

J. H.

Chrisman

J. J

. (2008). Factors preventing intra-family succession. Family Business Review, 21(2), 183–199.

26.

De Massis

Frattini

Majocchi

Piscitello

. (2018). Family firms in the global economy: Toward a deeper understanding of internationalization determinants, processes and outcomes. Global Strategy Journal, 8, 3–21.

27.

De Massis

Kotlar

Manelli

. (2021). Family firms, family boundary organizations, and the family-related organizational ecosystem. Family Business Review, 34(4), 350–364.

28.

De Massis

Sieger

Chua

J. H.

Vismara

. (2016). Incumbents’ attitude toward intra-family succession: An investigation of its antecedents. Family Business Review, 29(3), 278–300.

29.

De Massis

Wang

Chua

J. H

. (2018). Counterpoint: How heterogeneity among family firms influences organizational change. Journal of Change Management, 19(1), 1–8.

30.

De Vries

M. F. K

. (1993). The dynamics of family-controlled firms: The good and the bad news. Organizational Dynamics, 21(3), 59–71.

31.

Dubois

Gadde

L. E.

(2002). Systematic combining: An abductive approach to case research. Journal of Business Research, 55(7), 553–560.

32.

Eisenhardt

K. M.

(1989). Building theories from case study research. Academy of Management Review, 14(4), 532–549.

33.

Eisenhardt

K. M.

Graebner

M. E.

(2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32.

34.

Erdogan

Rondi

De Massis

(2020). Managing the tradition and innovation paradox in family firms: A family imprinting perspective. Entrepreneurship Theory & Practice, 44(1), 20–54.

35.

Family Firm Institute. (2017). Global data points. www.ffi.org/?page=GlobalDataPoints

36.

Flach

P. A.

Hadjiantonis

(Eds.). (2013). Abduction and induction: Essays on their relation and integration (Vol. 18). Springer Science & Business Media.

37.

Garcia

P. R. J. M.

Sharma

De Massis

Wright

Scholes

(2019). Perceived parental behaviors and next-generation engagement in family firms: A social cognitive perspective. Entrepreneurship Theory and Practice, 43(2), 224–243.

38.

Gioia

Corley

K. A.

Hamilton

A. L.

(2012). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16, 15–31.

39.

Gómez-Mejía

L. R.

Haynes

K. T.

Núñez-Nickel

Jacobson

K. J.

Moyano-Fuentes

(2007). Socioemotional wealth and business risks in family-controlled firms: Evidence from Spanish olive oil mills. Administrative Science Quarterly, 52(1), 106-137.

40.

Habbershon

T. G.

Nordqvist

Zellweger

(2010). Transgenerational entrepreneurship. In Nordqvist

Zellweger

(Eds.), Transgenerational entrepreneurship exploring growth and performance in family firms across generations (pp. 1–38). Edward Elgar.

41.

Habbershon

T. G.

Pistrui

(2002). Enterprising families domain: Family-influenced ownership groups in pursuit of transgenerational wealth. Family Business Review, 15(3), 223–237.

42.

Handler

W. C.

(1989). Methodological issues and considerations in studying family businesses. Family Business Review, 2(3), 257–276.

43.

Handler

W. C.

(1990). Succession in family firms: A mutual role adjustment between entrepreneur and next-generation family members. Entrepreneurship Theory and Practice, 15(1), 37–52.

44.

Harris

L. C.

Ogbonna

(1999). The strategic legacy of company founders. Long Range Planning, 32(3), 333–343.

45.

Hoffman

(2014). Imprinting and the critical period for social attachments: Some laboratory investigations. In M. H. Bornstein (Ed.), Sensitive periods in development (pp. 117–140). Psychology Press.

46.

Hoffmann

(1999). Problems with Peirce’s concept of abduction. Foundations of Science, 4(3), 271–305.

47.

Humphrey

R. H.

Massis

A. D.

Picone

P. M.

Tang

Piccolo

R. F.

(2021). The psychological foundations of management in family firms: emotions, memories, and experiences. Family Business Review, 34(2), 122–131.

48.

Jaskiewicz

Combs

J. G.

Rau

S. B.

(2015). Entrepreneurial legacy: Toward a theory of how some family firms nurture transgenerational entrepreneurship. Journal of Business Venturing, 30(1), 29–49.

49.

Jaskiewicz

Dyer

W. G.

(2017). Addressing the elephant in the room: Disentangling family heterogeneity to advance family business research. Family Business Review, 30(2), 111–118.

50.

Jonsen

Jehn

K. A.

(2009). Using triangulation to validate themes in qualitative studies. Qualitative Research in Organizations and Management: An International Journal, 4, 123–150.

51.

Kidwell

R. E.

Eddleston

K. A.

Kellermanns

F. W.

(2018). Learning bad habits across generations: How negative imprints affect human resource management in the family firm. Human Resource Management Review, 28(1), 5–17.

52.

Kotlar

Chrisman

J. J.

(2018). Point: How family involvement influences organizational change. Journal of Change Management, 19(1), 1–11.

53.

Lambrecht

(2005). Multigenerational transition in family businesses: A new explanatory model. Family Business Review, 18(4), 267–282.

54.

La Porta

Lopez-de-Silanes

Shleifer

. (1999). Corporate ownership around the world. The Journal of Finance, 54(2), 471–517.

55.

Le Breton-Miller

Miller

Steier

L. P

. (2004). Toward an integrative model of effective FOB succession. Entrepreneurship Theory and Practice, 28(4), 305–328.

56.

Lee

J. S.

Zhao

(2019). The effect of value congruence between founder and successor on successor’s willingness: The mediating role of the founder–successor relationship. Family Business Review, 32(3), 259–276.

57.

Leung

Der Foo

Chaturvedi

(2013). Imprinting effects of founding core teams on HR values in new ventures. Entrepreneurship Theory and Practice, 37(1), 87–106.

58.

Locke

K. D.

Golden-Biddle

Feldman

(2008). Making doubt generative: Rethinking the role of doubt in the research process. Organization Science, 19(6), 907–918.

59.

Lorenz

(1935). Der kumpan in der umwelt des vogels [The crony in the environment of the bird]. Journal Für Ornithologie, 83(3), 289–413.

60.

Kwan

H. K.

Zhu

(2021). The effects of family firm CEO traditionality on successor choice: The moderating role of socioemotional wealth. Family Business Review, 34(2), 213–234.

61.

Marler

L. E.

Botero

I. C.

De Massis

(2017). Succession-related role transitions in family firms: The impact of proactive personality. Journal of Managerial Issues, 29(1), 57–81.

62.

Marquis

(2003). The pressure of the past: Network imprinting in intercorporate communities. Administrative Science Quarterly, 48(4), 655–689.

63.

Marquis

Tilcsik

(2013). Imprinting: Toward a multilevel theory. Academy of Management Annals, 7(1), 195–245.

64.

McMullen

J. S.

Warnick

B. J.

(2015). Article commentary: To nurture or groom? The parent–founder succession dilemma. Entrepreneurship Theory and Practice, 39(6), 1379–1412.

65.

Medina-Craven

M. N.

Marett

E. G.

Davis

S. E.

(2021). The willing successor: An exploration of grit and situational cues in family firms. Journal of Family Business Management. Advance online publication. https://doi.org/10.1108/JFBM-07-2021-0070

66.

Miles

M. B.

Huberman

A. M.

(1994). Qualitative data analysis: An expanded sourcebook. SAGE.

67.

Miller

Steier

Le Breton-Miller

(2003). Lost in time: Intergenerational succession, change, and failure in family business. Journal of Business Venturing, 18(4), 513–531.

68.

Minichilli

Corbetta

MacMillan

I. C.

(2010). Top management teams in family-controlled companies: “Familiness,” “faultlines,” and their impact on financial performance. Journal of Management Studies, 47(2), 205–222.

69.

Parker

S. C.

(2016). Family firms and the “willing successor” problem. Entrepreneurship Theory and Practice, 40(6), 1241–1259.

70.

Pieper

T. M.

Smith

A. D.

Kudlats

Astrachan

J. H.

(2015). The persistence of multifamily firms: Founder imprinting, simple rules, and monitoring processes. Entrepreneurship Theory and Practice, 39(6), 1313–1337.

71.

Reay

(2019). Family routines and next-generation engagement in family firms. Entrepreneurship Theory and Practice, 43(2), 244–250.

72.

Rogal

K. H.

(1989). Obligation or opportunity: How can could-be heirs assess their position? Family Business Review, 2(3), 237–255.

73.

Salvato

Corbetta

(2013). Transitional leadership of advisors as a facilitator of successors’ leadership construction. Family Business Review, 26, 235–255.

74.

Samei

Feyzbakhsh

(2015). Predecessors’ competency framework for nurturing successors in family firms. International Journal of Entrepreneurial Behavior & Research, 21(5), 731–752.

75.

Schein

E. H.

(2010). Organizational culture and leadership. John Wiley & Sons.

76.

Schröder

Schmitt-Rodermund

(2013). Antecedents and consequences of adolescents’ motivations to join the family business. Journal of Vocational Behavior, 83(3), 476–485.

77.

Sharma

(1997). Determinants of the satisfaction of the primary stakeholders with the succession process in family firms. University of Calgary.

78.

Sharma

Chrisman

J. J.

Chua

J. H.

(2003). Predictors of satisfaction with the succession process in family firms. Journal of Business Venturing, 18(5), 667–687.

79.

Sharma

Chrisman

J. J.

Pablo

A. L.

Chua

J. H.

(2001). Determinants of initial satisfaction with the succession process in family firms: A conceptual model. Entrepreneurship Theory and Practice, 25(3), 17–36.

80.

Sharma

Irving

P. G.

(2005). Four bases of family business successor commitment: Antecedents and consequences. Entrepreneurship Theory and Practice, 29(1), 13–33.

81.

Sharma

Rao

A. S.

(2000). Successor attributes in Indian and Canadian family firms: A comparative study. Family Business Review, 13(4), 313–330.

82.

Sieger

Fueglistaller

Zellweger

Braun

(2019). Global student entrepreneurship 2018: Insights from 54 countries. KMU-HSG/IMU.

83.

Sluckin

(2017). Imprinting and early learning. Transaction Publishers.

84.

Spalding

D. A.

(1873). INSTINCT. Macmillan’s Magazine, 1859-1907, 27(160), 282–293.

85.

Stavrou

E. T.

(1999). Succession in family businesses: Exploring the effects of demographic factors on offspring intentions to join and take over the business. Journal of Small Business Management, 37(3), 43–61.

86.

Stavrou

E. T.

Swiercz

P. M.

(1998). Securing the future of the family enterprise: A model of offspring intentions to join the business. Entrepreneurship Theory and Practice, 23(2), 19–39.

87.

Stinchcombe

A. L.

(1965). Organizations and social structure. In March

J. G.

(Ed.), Handbook of organizations. Rand McNally.

88.

Strauss

Corbin

(1998). Basics of qualitative research: Techniques and procedures for developing grounded theory. SAGE.

89.

Strike

V. M.

(2013). The most trusted advisor and the subtle advice process in family firms. Family Business Review, 26(3), 293–313.

90.

Venter

Boshoff

Maas

(2005). The influence of successor-related factors on the succession process in small and medium-sized family businesses. Family Business Review, 18(4), 283–303.

91.

Villalonga

Amit

(2006). How do family ownership, control and management affect firm value? Journal of Financial Economics, 80(2), 385–417.

92.

Yin

R. K.

(1989). Case study research: Design and methods. SAGE.

93.

Zellweger

(2017). Managing the family business: Theory and practice. Edward Elgar.

94.

Zellweger

Sieger

(2012). Entrepreneurial orientation in long-lived family firms. Small Business Economics, 38(1), 67–84.

95.

Zellweger

Sieger

Halter

(2011). Should I stay or should I go? Career choice intentions of students with family business background. Journal of Business Venturing, 26(5), 521–536.