Succession for change : strategic transitions in family and founder-led businesses

Korine reframes the question of succession in family and founder-lead businesses as an issue of entrepreneurial choice, concentrating on the challenge of succession for change as opposed to the traditional focus on succession for continuity. It is inevitable that when the leaders of family and found...

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Bibliographic Details
Main Author: Korine, Harry, 1962- (Author)
Format: eBook
Language: English
Published: Cham, Switzerland : Palgrave Macmillan, [2017]
Subjects:
Family-owned business enterprises > Succession.
Family corporations > Management.
elektronické knihy
electronic books
ISBN: 9783319521206
9783319521190
Physical Description: 1 online resource

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100 1 |a Korine, Harry,  |d 1962-  |e author. 
245 1 0 |a Succession for change :  |b strategic transitions in family and founder-led businesses /  |c Harry Korine. 
264 1 |a Cham, Switzerland :  |b Palgrave Macmillan,  |c [2017] 
300 |a 1 online resource 
336 |a text  |b txt  |2 rdacontent 
337 |a počítač  |b c  |2 rdamedia 
338 |a online zdroj  |b cr  |2 rdacarrier 
504 |a Includes bibliographical references and index. 
505 0 |a Foreword; Preface; Synopsis and Contribution; Contents; Author Bio; List of Figures; List of Tables; Part I: Succession for Continuity; 1: Succession to Preserve a Legacy; 1.1 From Influence to Legacy; 1.2 Psychology and Cultural History; 1.3 Conclusion; 2: Continuity as an Outcome of Doing It by the Book; 2.1 Succession Research; 2.2 Best Practice; 2.3 Succession Services; 2.4 Conclusion; Part II: Succession for Change; 3: The Change Imperative & for Family and Founder-Led Businesses; 3.1 Impermanence of Competitive Advantage; 3.2 Implications for Family and Founder-Led Businesses. 
505 8 |a 3.3 Conclusion4: Succession for Change in Current Practice; 4.1 Sale: Objective or Anathema; 4.2 Return of Family/Founder; 4.3 Outsider: Not Destined to Fail; 4.4 Insider: Not Destined to Succeed; 4.5 Conclusion; 5: The World of Succession Services; 5.1 Overview; 5.2 Recent History; 5.3 Outlook and Conclusion; 6: Next Generation; 6.1 Changing Attitudes; 6.2 Next Gen Groups; 6.3 Networks of Families; 6.4 Conclusion; Part III: Perspectives; 7: Succession in a World of Change; 7.1 Timing; 7.2 Values; 7.3 Future(s) of Family and Founder-Led Businesses; 7.4 Conclusion. 
505 8 |a 8: Succession as Transformation; 8.1 Succession and & Strategy; 8.2 Succession and & Power; 8.3 Advice for Advisors; 8.4 Conclusion; 9: Rethinking Succession Governance; 9.1 The Leader; 9.2 The Ownership Group; 9.3 The Board of Directors; 9.4 Senior Management; 9.5 Conclusion; Epilogue. Succession-The Most Human of Governance Challenges; Index. 
506 |a Plný text je dostupný pouze z IP adres počítačů Univerzity Tomáše Bati ve Zlíně nebo vzdáleným přístupem pro zaměstnance a studenty 
520 |a Korine reframes the question of succession in family and founder-lead businesses as an issue of entrepreneurial choice, concentrating on the challenge of succession for change as opposed to the traditional focus on succession for continuity. It is inevitable that when the leaders of family and founder-lead businesses look to pass on the mantle they naturally want to preserve and maintain the firm they have worked so hard for so long to build up. The shaping influence of family or founder, and the instinctive emotional desire for legacy easily sways succession towards continuity rather than the possibly radical development the business may need to meet new challenges. Succession for Change shows how competitive advantage has evolved over the last twenty-five years and examines the approaches being adopted by current business leaders, succession service providers and the next generation to address the change imperative in succession. Korine's rigorous research and deeply practical approach shows that when change becomes the focus of succession, and developing entrepreneurial values takes precedence over preserving the status quo, succession planning can ensure that firms not only survive the departure of their founders but thrive long after they have gone. He offers a framework for implementing succession as transformation, and rethinking succession governance. The secret is enabling the next generation of leaders to stand on the shoulders of giants rather than be constantly doomed to stand in the shadow of giants. 
590 |a SpringerLink  |b Springer Complete eBooks 
650 0 |a Family-owned business enterprises  |x Succession. 
650 0 |a Family corporations  |x Management. 
655 7 |a elektronické knihy  |7 fd186907  |2 czenas 
655 9 |a electronic books  |2 eczenas 
776 0 8 |i Print version:  |z 3319521195  |z 9783319521190  |w (OCoLC)966243062 
856 4 0 |u https://proxy.k.utb.cz/login?url=https://link.springer.com/10.1007/978-3-319-52120-6  |y Plný text 
992 |c NTK-SpringerBM 
999 |c 98131  |d 98131 

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