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Succession Planning

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Succession Planning. / Sharma, P; Chua, Jess; Chrisman, J.J.
Wiley Encyclopedia of Management . Vol. 3 John Wiley & Sons, 2015.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter (peer-reviewed) › peer-review

Harvard

Sharma, P, Chua, J & Chrisman, JJ 2015, Succession Planning. in Wiley Encyclopedia of Management . vol. 3, John Wiley & Sons. https://doi.org/10.1002/9781118785317.weom030092

APA

Sharma, P., Chua, J., & Chrisman, J. J. (2015). Succession Planning. In Wiley Encyclopedia of Management (Vol. 3). John Wiley & Sons. https://doi.org/10.1002/9781118785317.weom030092

Vancouver

Sharma P, Chua J, Chrisman JJ. Succession Planning. In Wiley Encyclopedia of Management . Vol. 3. John Wiley & Sons. 2015 doi: 10.1002/9781118785317.weom030092

Author

Sharma, P ; Chua, Jess ; Chrisman, J.J. / Succession Planning. Wiley Encyclopedia of Management . Vol. 3 John Wiley & Sons, 2015.

Bibtex

@inbook{d42b47e03ae44f718943c64bd0062210,
title = "Succession Planning",
abstract = "Management succession in family firms is different from that in non family firms. First, the age and experiential gaps between the incumbent and successor are counted in decades rather than years. Second, the incumbent who retires and family candidates not selected to be the CEO can continue to have a long‐term influence on the business through their family membership and potential co‐ownership. Therefore, management succession planning in the family firm must also be different. This article highlights seven important issues that must be considered by the controlling family as part of the succession planning process if it is the family's intention to have a family member in the next generation take over the leadership of the business.",
author = "P Sharma and Jess Chua and J.J. Chrisman",
year = "2015",
doi = "10.1002/9781118785317.weom030092",
language = "English",
isbn = "9781119972518",
volume = "3",
booktitle = "Wiley Encyclopedia of Management",
publisher = "John Wiley & Sons",

}

RIS

TY - CHAP

T1 - Succession Planning

AU - Sharma, P

AU - Chua, Jess

AU - Chrisman, J.J.

PY - 2015

Y1 - 2015

N2 - Management succession in family firms is different from that in non family firms. First, the age and experiential gaps between the incumbent and successor are counted in decades rather than years. Second, the incumbent who retires and family candidates not selected to be the CEO can continue to have a long‐term influence on the business through their family membership and potential co‐ownership. Therefore, management succession planning in the family firm must also be different. This article highlights seven important issues that must be considered by the controlling family as part of the succession planning process if it is the family's intention to have a family member in the next generation take over the leadership of the business.

AB - Management succession in family firms is different from that in non family firms. First, the age and experiential gaps between the incumbent and successor are counted in decades rather than years. Second, the incumbent who retires and family candidates not selected to be the CEO can continue to have a long‐term influence on the business through their family membership and potential co‐ownership. Therefore, management succession planning in the family firm must also be different. This article highlights seven important issues that must be considered by the controlling family as part of the succession planning process if it is the family's intention to have a family member in the next generation take over the leadership of the business.

U2 - 10.1002/9781118785317.weom030092

DO - 10.1002/9781118785317.weom030092

M3 - Chapter (peer-reviewed)

SN - 9781119972518

VL - 3

BT - Wiley Encyclopedia of Management

PB - John Wiley & Sons

ER -