Aim of this chapter is to highlight the peculiarities of the succession in family-owned businesses and to discuss the main difficulties encountered by second and third-generation entrepreneurs during the succession process. By the use of direct interviews the Authors collected information about the specific role played by the multiplicity of stakeholders involved, first of all the HR function and the relationship with non family employees. The case studies analysed consider family firms that are managing their succession process. Two generations coexist in two cases with family members belonging to different branches of the same family. Non family managers and employees represents a fundamental stakeholder that influence the success and sustainability of the succession process. One aim of the chapter is to analyse how the HR practices have changed during the succession process considering how the successors entered and integrated with non family managers and employees according to the management for stakeholders approach.

Barabaschi, B., Cantoni, F., Virtuani, R., Managing Generational Handover in Family Business: A Multistakeholders' Perspective Focusing on HR Role, in Luca Gnan, G. F. (ed.), Designing and Implementing HR Management Systems inFamily Businesses, IGI Global, Hershey, Pennsylvania 2021: 244- 263. 10.4018/978-1-7998-4814-1 [http://hdl.handle.net/10807/163339]

Managing Generational Handover in Family Business: A Multistakeholders' Perspective Focusing on HR Role

Barabaschi, Barbara
Primo
Membro del Collaboration Group
;
Cantoni, Franca
Secondo
Membro del Collaboration Group
;
Virtuani, Roberta
Ultimo
Membro del Collaboration Group
2021

Abstract

Aim of this chapter is to highlight the peculiarities of the succession in family-owned businesses and to discuss the main difficulties encountered by second and third-generation entrepreneurs during the succession process. By the use of direct interviews the Authors collected information about the specific role played by the multiplicity of stakeholders involved, first of all the HR function and the relationship with non family employees. The case studies analysed consider family firms that are managing their succession process. Two generations coexist in two cases with family members belonging to different branches of the same family. Non family managers and employees represents a fundamental stakeholder that influence the success and sustainability of the succession process. One aim of the chapter is to analyse how the HR practices have changed during the succession process considering how the successors entered and integrated with non family managers and employees according to the management for stakeholders approach.
Inglese
Designing and Implementing HR Management Systems in Family Businesses
9781799848141
IGI Global
Barabaschi, B., Cantoni, F., Virtuani, R., Managing Generational Handover in Family Business: A Multistakeholders' Perspective Focusing on HR Role, in Luca Gnan, G. F. (ed.), Designing and Implementing HR Management Systems inFamily Businesses, IGI Global, Hershey, Pennsylvania 2021: 244- 263. 10.4018/978-1-7998-4814-1 [http://hdl.handle.net/10807/163339]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10807/163339
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