Family businesses have been a majority in the stage of world economy, and whose combination of ownership, management and family make relevant management issues even more complex. The significance and complexity of family businesses have incrementally attracted more scholar attention. Literature indicates that only one-thirds of family businesses can be passed on to second generation. Succession, therefore, becomes an important issue in the continuity of family business. This study, in adoption of qualitative approach, aims at exploring how the attitude of founders in the family business towards succession can influence the succession process and how they adjust roles in the business during the succession process, and the importance of successors¡¦ level of interests, abilities and development and the criteria of successor selection. Four case companies were interviewed. The results are as follows: 1). Founders in the family business usually nominate their desired successors, but do not have further succession plan, and moreover, remain their influences or statues in the business as consultants once they retire or transfer leadership. 2). Preferences in male siblings are demonstrated. 3). In terms of training and development, successors rely on on-the-job trainings and founders to pass their connections and relevant industrial knowledge, by that successors are likely to build up their legitimacy and gain trust from stakeholders. 4). Successors¡¦ personal interests that are accommodated by succeeding the business is positive for succession. 5). The value of family in the Chinese context is positive for succession.

Western enterprises have problems that people in essential position get older and population of baby boom will retire, and enterprises in Taiwan have the gap of talents in next generation. ¡§The War of Talent¡¨ is the most servious war that enterprises will face in next decade, and Asian and Pacific companies particularly focus on successor issue. Systematic succession management originates from the Western, which is different from the Eastern enterprises. Therefore, the main purpose of this study is to explore the relationships among organizational cultures, succession planning cognition, organizational performance. Besides, the moderating effect of developmental human resource configuration on organization culture and succession planning cognition. This study adopted confirmatory factor analysis (CFA) and multiple regression analysis to anylyze data based on 181 returned questionnaires of HR managers in various industries The findings are as follows: 1. There were significant differences based on different organizational characteristics in organizational culture, succession planning cognition, and organizational performance. 2. The different organizational culture significantly affected succession planning cognition, and organizational performance, respectively. However, there is no siganificant correlation between succession planning cognition and organizational performance. 3. There was not mediating effect of succession planning cognition on organizational culture and organizational performance. 4. There was the moderating effect of developmental human resource configuration between organizational culture and succession planning cognition. The results could be the references to the relative enterprises to help them understand how to communicate succession planning program with organizational members and improve organizational performance.

Univ., Diss.--Bordeaux, 2005.

Texte remanié de: Ph. D.--Hist.--Princeton University, 2005. / Bibliogr. p. 542-559.

Texte remanié de : Tesi doct. : Hist. : Universitat Autònoma de Barcelone : 1995. / Bibliogr. p. 441-462. Notes bibliogr.

Thesis (doctoral)--Universität, Augsburg, 2009. / Includes bibliographical references (p. [226]-234) and index.

Inaug.-Diss.--Heidelberg. / Vita. Bibliography: p. vii-ixx [i.e. xix].

Part of habilitation - Universität, Regensburg, 2001.

Thesis (Ph. D.)--Oregon State University, 2010. / Printout. Includes bibliographical references (leaves 121-134). Also available on the World Wide Web.

The shift from product-based to knowledge economies has resulted in an excess demand for skilled workers and created a global ‘war’ for talent. In order to retain talents, organizations need to meet their expectations. The new generation to enter the workforce, namely the millennial generation have very explicit demands, for leadership development in particular. These demands create challenges for companies, especially smaller organizations with limited resources. The development of new leadership talents is indeed one of the main impediments to growth today, as current leaders are retiring at accelerating rates. This qualitative study explores how medium-sized organizations (MSOs) in Sweden employ talent management as a succession-planning tool to retain Millennial talents, using an abduc- tive research approach. Through eleven semi-structured interview, the authors have gained an in-depth understanding of how managers in MSOs reason about succession planning and talent management as a mean to retain millennial talents. The authors expand the understanding of academic literature of how medium-sized compa- nies approach succession planning by developing their internal leadership talents. Four nu- ances of succession planning are presented and in addition to existing literature, the authors have identified a dilemma to talent development in MSOs, denoted ‘The Paradox’. This study finally provides starting points for further research as well as practical recommen- dations for medium-sized company managers.