Post-Succession Turnover in Family-Owned Businesses: A Theoretical Framework

Authors

  • Bryan L. Rogers East Carolina University
  • James M. Vardaman The University of Memphis
  • Peyton M. Berry The University of Memphis

DOI:

https://doi.org/10.33423/ajm.v23i4.6523

Keywords:

management, family business, turnover, nonfamily employees, succession, trustworthiness

Abstract

Transgenerational succession is a primary aim of family businesses. The succession event often has consequences for the employees of the firm. A particular risk is employee turnover in the aftermath of transgenerational succession. Understanding the factors that retain employees in the wake of a succession event is of vital importance. The model presented here offers insight into the importance of successor characteristics and the trust that they evoke in fostering family business employee retention. This work has significant implications for how to maintain efficiency after a succession event for family business scholars and managers alike.

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Published

2023-10-24

How to Cite

Rogers, B. L., Vardaman, J. M., & Berry, P. M. (2023). Post-Succession Turnover in Family-Owned Businesses: A Theoretical Framework. American Journal of Management, 23(4). https://doi.org/10.33423/ajm.v23i4.6523

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Articles