Scientific Coordination: Cristina Bettinelli, Elis a Conz, Concetta Lucia Cristofaro, Giulia Flamini, Luca Gnan, Anna Maria Melina, Massimiliano Pellegrini
The generational transition in family businesses is a major challenge as it affects both economic dynamics and family relationships. Planning and management of the process are key factors in ensuring a successful transition. The transfer of intangible factors such as knowledge, skills and experience is critical as they represent the competitive advantage of the family business. Failure to preserve, develop and transfer these factors can undermine the competitiveness of the enterprise. Furthermore, the transfer of ownership and leadership can lead to changes in strategy, corporate culture and management approach. These changes may cause uncertainty and difficulties in the management of the company and for employees. In addition, it can cause problems in relations with suppliers and customers, and can also lead to family conflicts. In general, a generational transition in a family business requires careful planning and management to ensure the continuity and success of the business. Consequently, a generational transition can have significant impacts on the organisation of the family business:
• Change in leadership: in generational change, there may be a change in the leadership of the company which may lead to a change in strategy and managerial approach.
• Changes in corporate culture: changes in leadership can lead to changes in corporate culture, especially if there are changes in corporate strategy or management approach.
• Changes in business models: the successor may decide to change business models to adapt to new market challenges and growth opportunities.
• Adaptation to the new reality: the successor has to adapt to a new role and new responsibilities, and this can cause a period of uncertainty and difficulty for the company.
• Skills transfer: the transfer of skills from the entrepreneur to the successor can be complex and take a significant amount of time.
• Risks for business continuity: if the generational transition is not managed properly, there are risks for business continuity.
• Risk of loss of reputation: if the generational handover is not managed properly, there may be a risk of loss of reputation of the company due to business continuity or internal problems.
• Changes in the organisational structure: succession can lead to changes in the organisational structure of the company, such as the introduction of new positions, new roles and responsibilities.
• Changes in employee relations: changes in leadership can cause uncertainty and concern among employees, especially if there are changes in the organisational structure or in their roles and responsibilities.
• Risk of loss of talent: if the generational transition is not managed properly, there may be a risk of loss of talent among employees, who may decide to leave the company.
• Changes in business processes: changes in leadership can lead to changes in business processes to adapt to new business strategies and objectives.
• Risk of loss of operational efficiency: if the generational handover is not managed properly, there may be a risk of loss of operational efficiency and productivity within the company.
• Changes in the use of technology: the successor may decide to introduce new technologies to improve business efficiency and remain competitive in the market.
• Changes in supplier and customer relations: a change in leadership may have an impact on supplier and customer relations, especially if company policies or business practices change.
• Risk of family conflict: succession can lead to family conflicts if family members disagree on how to run the business or who should become the successor.
In light of this scenario, the track intends to analyse the value created by the generational transition in companies and its influence on the different stages of the company life cycle, also considering organisational implications, managerial and management that may result.
Type of paper expected
Contributions to this track may use different theoretical perspectives and research methodologies, both quantitative and qualitative. Submissions of articles that can contribute to the in-depth study and advancement of theoretical and practical knowledge in the field of family business.
Suggested topic areas
The main suggested topic areas related to generational succession in family businesses:
• change in leadership
• changes in culture
• changes in business models
• changes in the organisational structure
• changes in employee relations
• transfer of expertise
• risk of loss of talent
• risks of family conflicts
• risks to business continuity
• risk of loss of reputation
Possibility of publication
• International Journal of Transitions and Innovation Systems