Thesis (doctoral)-- Universität Bochum, 2009. / Includes bibliographical references (p. [168]-176) and index.

Thesis (Ph. D.)--Oregon State University, 2004. / Printout. Includes bibliographical references. Also available on the World Wide Web.

Thesis--Paris, 1939. / At head of title: ... Cebbar Tasdemir ... Includes bibliographical references.

Thesis (LL. M.)--University of Natal.

<p>Abstract</p><p>Problem According to previous research a successful succession requires a long-term plan. This is since the main problem causing companies to fail in succes-sions is seen to be the absence of planning, or that planning is not done well enough. But when the next generation is found outside the family or the family business, the succession is done quite fast, so long-term planning in advance does not seem to be that important after all. Therefore I question the importance of long-term planning, and what it includes, since I believe the outcome is decided by several interacting factors, and not by one alone.</p><p>Purpose The purpose with this thesis is to contribute to the debate concerning the need of long-term preparation before transitions of family businesses are done. This is done by comparing the characteristics of two successful suc-cession processes. One is a family business that has undertaken a shift within the family, and the other is a family business that has been sold ex-ternally. It will also take into account the kind of advices that comes from interviews with representatives of one bank and two audit firms, in order to find out their general view of the process.</p><p>Method This study was conducted through a qualitative method. The data was col-lected by interviewing representatives from two family businesses that have undertaken successions. In addition data was collected from representatives from one bank, and two audit firms. The characteristics in the data from these interviews have been compared to each other, and also to literature and research within the subject.</p><p>Conclusion Based on this study, I believe a view that takes into account all aspects is needed, since all aspects are equal important when a company undertakes a succession. As a result of this, long-term planning should not be seen as an aspect more important than any other. From the ancestors´ point of view long-term planning is foremost about how well-prepared the succession of the company has been, and the time until the succession is done. Long-term planning seen from the successors´ view is the time from when the succes-sion is done, and forward. This includes for example how the handing over process should be done, and how to secure that important knowledge stays within the company.</p>

Abstract Problem According to previous research a successful succession requires a long-term plan. This is since the main problem causing companies to fail in succes-sions is seen to be the absence of planning, or that planning is not done well enough. But when the next generation is found outside the family or the family business, the succession is done quite fast, so long-term planning in advance does not seem to be that important after all. Therefore I question the importance of long-term planning, and what it includes, since I believe the outcome is decided by several interacting factors, and not by one alone. Purpose The purpose with this thesis is to contribute to the debate concerning the need of long-term preparation before transitions of family businesses are done. This is done by comparing the characteristics of two successful suc-cession processes. One is a family business that has undertaken a shift within the family, and the other is a family business that has been sold ex-ternally. It will also take into account the kind of advices that comes from interviews with representatives of one bank and two audit firms, in order to find out their general view of the process. Method This study was conducted through a qualitative method. The data was col-lected by interviewing representatives from two family businesses that have undertaken successions. In addition data was collected from representatives from one bank, and two audit firms. The characteristics in the data from these interviews have been compared to each other, and also to literature and research within the subject. Conclusion Based on this study, I believe a view that takes into account all aspects is needed, since all aspects are equal important when a company undertakes a succession. As a result of this, long-term planning should not be seen as an aspect more important than any other. From the ancestors´ point of view long-term planning is foremost about how well-prepared the succession of the company has been, and the time until the succession is done. Long-term planning seen from the successors´ view is the time from when the succes-sion is done, and forward. This includes for example how the handing over process should be done, and how to secure that important knowledge stays within the company.

Succession plan is a process which a company can identify and develop the employees with caliber to manage business in the future. The intention of this search is to discover the situation of succession plan in our country. Hopefully, through the overall description and through study, this report can be a milestone for the similar research in the future. In this research the research objects are large well-known domestic enterprises. I select one company as a case study from each industry, such as financial industry, high-tech industry, and manufacturing industry. Then I studied and found out their succession plan and how they executed their plan. Discovery from the research: 1. The purposes and the reason they do it: It starts because of the need for high-level executives, not the company¡¦s regular program. 2. The way they executive the plan: ¡]1¡^ The department making plan and executing plans are different. ¡]2¡^ The man which makes the decision is the executive level. ¡]3¡^ Most domestic enterprises do not keep paper file. ¡]4¡^ Mostly keep thing in low profile, or even secretary ¡]5¡^ Big gap between plan budget and plan execution. ¡]6¡^ Mainly focus on internal talent, but still welcome external candidates. 3. Related systems which are concerned. ¡]1¡^ T&D is mainly focused on on-the-job training. ¡]2¡^ Assessment & evaluation plays an important role in succession plan. 4. The difficulty in execution and effectiveness. ¡]1¡^ Communication and common perspective are ones of the difficulties in succession plan. ¡]2¡^ Good talent is hard to get. ¡]3¡^ Talent cultivation and talent pool ate the greatest achievement from this plan. Conclusion: 1. The sensitivity to deal with human emotions is required for succession plan. 2. It is necessary to check internal& external environment to make the changes flexibly. 3. To build up complete pattern.

Texte remanié: Ph.D. thesis--Genève--Institut universitaire des hautes études internationales, 2006. / Bibliogr. p. 441-484.

Texte remanié de: Dissertation--Baylor University, 2002. / Bibliogr. p. 208-217.

Thesis (Ph. D.)--Open University. BLDSC no. DX175920.