Life After Succession in the Family Business: Is It Really the End of Problems?

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dc.contributor.authorMichael Harvey
dc.contributor.authorRodney Evans
dc.date.accessioned2016-01-14T19:52:59Z
dc.date.accessioned2016-03-30T15:33:34Z
dc.date.available2016-01-14T19:52:59Z
dc.date.available2016-03-30T15:33:34Z
dc.date.issued1995-03-01
dc.description.abstractThe succession processes in family business are well chronicled in the business literature. Most of the research focuses on the process of transferring power within the business-family. What has not been as closely examined is the after-succession environment that exists when the management and leadership of the family business are passed on to the next generation. This article addresses that organizational climate and the potential for additional problems in the business-family if post-succession issues are not identified and addressed and suggests some steps that will be helpful in producing complete succession success.en_US
dc.description.peerreviewYesen_US
dc.description.peerreviewnoteshttps://us.sagepub.com/en-us/nam/manuscript-submission-guidelinesen_US
dc.identifier.citationHarvey, M., & Evans, R. (1995). Life After Succession in the Family Business: Is It Really the End of Problems? Family Business Review, 8(1), 3-16. doi: 10.1111/j.1741-6248.1995.00003.xen_US
dc.identifier.doi10.1111/j.1741-6248.1995.00003.xen_US
dc.identifier.urihttp://hdl.handle.net/11244/25005
dc.language.isoen_USen_US
dc.publisherFamily Business Review
dc.rights.requestablefalseen_US
dc.titleLife After Succession in the Family Business: Is It Really the End of Problems?en_US
dc.typeResearch Articleen_US

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