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Türk Aile Şirketlerinde Nesiller Arası Yönetim Devri: Bir Gömülü Teori Çalışması

Year 2022, Volume: 21 Issue: 43, 347 - 376, 15.06.2022
https://doi.org/10.46928/iticusbe.1073518

Abstract

Dünya ekonomilerinde var olan şirketlerin %80’inden fazlasını aile şirketleri oluşturmakta, pek çok ülkede gayri safi milli hasılanın %70’inden fazlası aile şirketleri tarafından üretilmektedir. Ancak çoğu aile şirketinin birkaç neslin ötesinde ayakta kalamaması, yönetim devri konusunu aile şirketleriyle ilgili en önemli konulardan biri haline getirmiştir. Nesiller arası yönetim devrini etkileyen faktörlerin anlaşılması aile şirketlerinin sürdürülebilir olmaları açısından büyük önem taşımaktadır. Amaç: Bu çalışmada Türk aile şirketlerinin nesiller arası yönetim devri konusundaki sorunlarının anlaşılmasına yönelik bir teori geliştirilmesi amaçlanmıştır. Yöntem: Klasik gömülü teori metodolojisi uygulanarak Türk aile şirketi kurucuları, ikinci nesil aile üyeleri, gelinler ve damatlar, profesyonel yöneticiler ve danışmanlar ile görüşmeler gerçekleştirilmiş, toplanan veriler teorinin oluşturulabilmesi için kodlama ve sürekli karşılaştırmalı veri analizine tabi tutulmuştur. Bulgular: Çalışmanın sonucunda Türk aile şirketlerinin kurucularının nesiller arası yönetim devri ile ilgili temel sorunlarının devir gerçekleşirse “Bana ne olacak” endişesi olduğu ve Türk aile şirketlerinin kurucularının nesiller arası yönetim devri ile ilgili bu sorun ve endişelerini gidermek ile ilgili davranış modelinin yönetim devrini ölene kadar gerçekleştirmemek yani “Mezarda emeklilik” olduğu sonucuna ulaşılmıştır. Özgünlük: Bu çalışmanın en büyük özgünlüğü Türk aile şirketlerinde yönetim devri konusunda gömülü teori yöntemi kullanılarak yapılmış ilk çalışma olmasıdır.

References

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  • Ayres, G. R. (1990). Rough Family Justice: Equity in Family Business Succession Planning. Family Business Review, 3(1), 3-22.
  • Barach, J.A., Gantisky, J., Carson, J.A., & Doochin, B.A. (1988). Entry of the Next Generation: Strategic Challenges for Family Business. Journal of Small Business Management, 26, 49–56.
  • Barach, J.A., & Gantisky, J.B. (1995), Successful succession in family business. Family Business Review, 8, (2), 131–155.
  • Basco, R. & Rodríguez, M. (2009). Studying the family enterprise holistically: Evidence for integrated family and business systems. Family Business Review, 22 (1), 1-22.
  • Becker, E. (1973). The Denial of Death. New York: The Free Press.
  • Benavides-Velasco, C. A., Quintana-García, C., & Guzmán-Parra, V. F. (2013). Trends in family business research. Small Business Economics, 40(1), 41-57.
  • Berent-Braun, M. M. & Uhlaner, L. M. (2012). Family governance practices and teambuilding: Paradox of the enterprising family. Small Business Economics, 38(4), 103–11.
  • Brenes, E. R., Madrigal, K., & Requena, B. (2011). Corporate governance and family business performance. Journal of Business Research, 64(3), 280-285.
  • Bruce, D., & Picard, D. (2006). Making succession a success: Perspectives from Canadian small and medium-sized enterprises. Journal of Small Business Management, 44(2), 306–309.
  • Chrisman, J. J., Chua, J. H., & Sharma, P. (1998). Important attributes of successors in family businesses: An exploratory study. Family Business Review, 11(1), 19–34.
  • Chua, Jess H., James J. Chrisman, & Pramodita Sharma. (2003). Succession and nonsuccession concerns of family firms and agency relationship with nonfamily managers. Family Business Review, 16(2), 89-108.
  • Churchill, N. C, & Hatten, K. J. (1987). Non-Market-Based Transfers of Wealth and Power: A Research Framework for Family Businesses. American Journal of Small Business, 11(3), 51-64.
  • Combs, J. G., Penney, C. R., Crook, T. R, & Short, J.C. (2010), The impact of family representation on CEO compensation. Entrepreneurship: Theory & Practice, 34(6), 1125-1144.
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  • Danco, L. A. (1982). Beyond survival: a business owner’s guide for success. Cleveland, Ohio: The Center for Family Business.
  • De Massis, A., Chua, J. H., & Chrisman, J.J. (2008), Factors preventing intra-family succession. Family Business Review, 21(2), 183-199.
  • Decker, C., Heinrichs, K., Jaskiewicz, P., & Rau, S.B. (2017). What do we know about succession in family businesses? Mapping current knowledge and unexplored territory. In Kellermanns, F.W. and Hoy, F. (Eds), The Routledge Companion to Family Business, Vol. 2, Routledge, New York, NY, 45-74.
  • Dick, R., & Kets de Vries, M. F. R. (1992). The Bonnier Group in transition, INSEAD Case Study.
  • Dyer, W. G., Jr. (1986). Cultural Change in Family Firms: Anticipating and Managing Business and Family Transitions. San Francisco: Jossey-Bass.
  • Eisenhardt, K. M., (1989), “Agency theory: An assessment and review”. Academy Management Review, 14(1), 532-550.
  • Emery, F. E., & Trist, E. L. (1965). The causal texture of organizational environments. Human relations, 18 (1), 21-32.
  • Erdoğmuş, N. (2007). Aile işletmeleri: yönetim devri ve ikinci kuşağın yetiştirilmesi. İGİAD Yayınları.
  • Erkuş, A. (1994). Psikoloji Terimleri Sözlüğü. Ankara. Doruk Yayınları.
  • Fahed-Sreih, J., & Djoundourian, S. (2006). Determinants of longevity and success in Lebanese family businesses: An exploratory study. Family Business Review, 19(3), 225-234.
  • Farquhar, K. W. (1989). Employee responses to external executive succession: Attributions and the emergence of leadership (Doctoral dissertation, Boston University).
  • Filser, M., Kraus, S., & Märk, S. (2013). Psychological aspects of succession in family business management. Management Research Review, 36(3), 256-277.
  • Friedman, S., & Olk, P. (1987). The succession process: Theoretical considerations. In annual meeting of the Academy of Management, New Orleans, LA.
  • Gedajlovic, E., Carney, M., Chrisman, J., & Kellermanns, F. (2012), The adolescence of family firm research: Taking stock and planning for the future. Journal of Management, 38(4), 1010-1037.
  • Gilmore, R. N., & McCann, J . E., III. (1983). Designing Effective Transitions for New Correctional Leaders. In J . W. Doig (ed.), Criminal Corrections: Ideals and Realities. Lexington, Va.: Lexington Books.
  • Glaser, B. G. (1978). Theoretical sensitivity: Advances in the methodology of grounded theory. Mill Valley, CA: Sociology Press
  • Glaser, B. G. (1998). Doing grounded theory: Issues and discussions. Mill Valley, CA: Sociology Press.
  • Glaser, B. G., & Holton, J. (2004). Remodeling grounded theory. Forum Qualitative Sozialforschung/Forum: Qualitative Social Research, 5(2), 1-23.
  • Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Oxon, London: Routledge.
  • Gordon, G.E., & Rosen, N.A. (1981). Critical factors in leadership succession. Organizational Behavior and Human Performance, 27, 227-254.
  • Handler, W.C., & Kram, K.E. (1988). Succession in Family Firms: The Problem of Resistance. Family Business Review, 1, 361 - 381.
  • Handler, W. C. (1989). Managing the Family Firm Succession Process; The Next-Generation Family Member's Experience. Unpublished doctoral dissertation, School of Management, Boston University.
  • Handler, W. C. (1990). Succession in Family Firms: A Mutual Role Adjustment Between Entrepreneur and Next-Generation Family Members. Entrepreneurship: Theory and Practice, 15(1), 37-51 .
  • Handler, W. C. (1994). Succession in family business: A review of the research. Family business Review, 7(2), 133-157.
  • Hughes, J. E. (1997). Family wealth: keeping it in the family. Princeton Junction, N.J.: NetWrx.
  • Ibrahim, A.B., Soufani, K. & Lam, J. (2001). A study of succession in a family firm. Family Business Review,14(3), 245-58.
  • Kelly, L. M., Athanassiou, N., & Crittenden, W. F. (2000). Founder centrality and strategic behavior in the family-owned firm. Entrepreneurship theory and practice, 25(2), 27-42.
  • Kets de Vries, M. F. (1985). The dark side of entrepreneurship. Harvard Business Review, No. 85609, 160-166.
  • Kets de Vries, M.F. (1993), The dynamics of family controlled firms: the good and the bad news. Organisational Dynamics, 21(3), 59-71.
  • Kim, W. & Mauborgne, R. (1993). Procedural justice, attitudes, and subsidiary top management compliance with multinational’s corporate strategic decisions. Academy of Management Journal, 36(3), 502-526.
  • Kuan, T. H., Li, C. S., & Chu, S. H. (2011). Cash holdings and corporate governance in family-controlled firms. Journal of Business Research, 64(7), 757-764.
  • Kübler-Ross, E. (1969). On Death and Dying. New York: Macmillan.
  • Lansberg, I. S. (1988). The Succession Conspiracy. Family Business Review, 1(2), 119-143.
  • Le Breton–Miller, I., Miller, D., & Steier, L. P. (2004). Toward an Integrative Model of Effective FOB Succession. Entrepreneurship Theory and Practice, 28(4), 305–328. https://doi.org/10.1111/j.1540-6520.2004.00047.x
  • Leach, P. (2016). Family Enterprises: The Essentials. London: Profile Books.
  • Levinson, H. (1971). Conflicts That Plague the Family Business. Harvard Business Review, 49, 90-98.
  • Lockamy III, A., Carson, C. M., & Lohrke, F. T. (2016). An evaluation of key determinants preventing intra-family business succession. Journal of Family Business Management, 6(1), 64–80. https://doi.org/10.1108/jfbm-01-2015-0002
  • Long, R. G., & Chrisman, J. J. (2013). Management succession in family business. In Melin, L., Nordqvist, M., Sharma, P. (Eds.), Sage handbook of family business (pp. 249-268). Thousand Oaks, CA: Sage.
  • Longenecker, J.G., & Schoen, J.E. (1975). An Empirical Investigation of Pre-Entry Socialization of Successors for Leadership in Family-Controlled Businesses. Management Perspectives on Organizational Effectiveness. Proceedings of the Southern Management Association meetings.
  • Longenecker, J.G., & Schoen, J . E. (1978). Management Succession in the Family Business. Journal of Small Business Management, 16, 1-6.
  • Miller, D., Steier, L. & Le Breton-Miller, I. (2003). Lost in time: intergenerational succession, change, and failure in family business. Journal of Business Venturing, 18(4), 513-31.
  • Molly, V., Laveren, E., & Deloof, M. (2010). Family business succession and its impact on financial structure and performance. Family Business Review, 23(2), 131-147.
  • Morris, M. H., Williams, R. O., Allen, J. A., & Avila, R. A. (1997). Correlates of success in family business transitions. Journal of Business Venturing, 12(5), 385-401.
  • Olson, P., Zuiker, V., Danes, S., Stafford, K., Heck, R. & Duncan, K. (2003), Impact of family and business on family business sustainability. Journal of Business Venturing, 18(5), 639-66.
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  • Poza, E. J., & Daugherty M. S. (2013). Family business. South-Western Cengage Learning.
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  • Schein, E. H. (1983). The Role of the Founder in the Creation of Organizational Culture. Organizational Dynamics, 12, 13-28.
  • Sharma, P., & Rao, S. (2000). Successor attributes in Indian and Canadian family firms: A comparative study. Family Business Review, 13(4), 313–330.
  • Sharma, P., Chrisman, J. J., Pablo, A. L., & Chua, J. H. (2001). Determinants of initial satisfaction with the succession process in family firms: A conceptual model. Entrepreneurship Theory and Practice, 25(3), 17-36.
  • Sharma, P., Chrisman, J. J., & Chua, J. H. (2003). Predictors of satisfaction with the succession process in family firms. Journal of Business Venturing, 18(5), 667-687.
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Transgenerational Succession in Turkish Family Businesses: A Grounded Theory Study

Year 2022, Volume: 21 Issue: 43, 347 - 376, 15.06.2022
https://doi.org/10.46928/iticusbe.1073518

Abstract

More than 80% of the companies in the world economies are family businesses and, in many countries, more than 70% of the gross domestic product is produced by family businesses. However, the inability of most family businesses to survive beyond a few generations has made the succession one of the most important issues related to family businesses. Understanding the factors affecting the succession is of great importance for the sustainability of family businesses. Purpose: In this study, it is aimed to develop a model to understand the problems of transgenerational succession of Turkish family businesses. Method: The classical grounded theory methodology was applied, interviews were held with the founders, second generation family members, brides and grooms, professional managers and advisors of Turkish family businesses and the collected data were subjected to coding and continuous comparative data analysis to form the model. Findings: As a result of the study, it has been concluded that the main problems of the founders of Turkish family businesses regarding the transgenerational succession are the concern of "What will happen to me?" if the succession takes place, and the behavioral model of the founders of Turkish family businesses to overcome these problems and concerns about the transgenerational succession is not to do the succession until they die, in other words, “Over my dead body". Originality: The greatest originality of this study is that it is the first study on transgenerational succession of Turkish family businesses by using the classical grounded theory methodology.

References

  • Adendorff, C. & Halkias, D. (2014), Leveraging ethnic entrepreneurship, culture and family dynamics to enhance good governance and sustainability in the immigrant family business. Journal of Developmental Entrepreneurship, 19(2), 1-23.
  • Ayres, G. R. (1990). Rough Family Justice: Equity in Family Business Succession Planning. Family Business Review, 3(1), 3-22.
  • Barach, J.A., Gantisky, J., Carson, J.A., & Doochin, B.A. (1988). Entry of the Next Generation: Strategic Challenges for Family Business. Journal of Small Business Management, 26, 49–56.
  • Barach, J.A., & Gantisky, J.B. (1995), Successful succession in family business. Family Business Review, 8, (2), 131–155.
  • Basco, R. & Rodríguez, M. (2009). Studying the family enterprise holistically: Evidence for integrated family and business systems. Family Business Review, 22 (1), 1-22.
  • Becker, E. (1973). The Denial of Death. New York: The Free Press.
  • Benavides-Velasco, C. A., Quintana-García, C., & Guzmán-Parra, V. F. (2013). Trends in family business research. Small Business Economics, 40(1), 41-57.
  • Berent-Braun, M. M. & Uhlaner, L. M. (2012). Family governance practices and teambuilding: Paradox of the enterprising family. Small Business Economics, 38(4), 103–11.
  • Brenes, E. R., Madrigal, K., & Requena, B. (2011). Corporate governance and family business performance. Journal of Business Research, 64(3), 280-285.
  • Bruce, D., & Picard, D. (2006). Making succession a success: Perspectives from Canadian small and medium-sized enterprises. Journal of Small Business Management, 44(2), 306–309.
  • Chrisman, J. J., Chua, J. H., & Sharma, P. (1998). Important attributes of successors in family businesses: An exploratory study. Family Business Review, 11(1), 19–34.
  • Chua, Jess H., James J. Chrisman, & Pramodita Sharma. (2003). Succession and nonsuccession concerns of family firms and agency relationship with nonfamily managers. Family Business Review, 16(2), 89-108.
  • Churchill, N. C, & Hatten, K. J. (1987). Non-Market-Based Transfers of Wealth and Power: A Research Framework for Family Businesses. American Journal of Small Business, 11(3), 51-64.
  • Combs, J. G., Penney, C. R., Crook, T. R, & Short, J.C. (2010), The impact of family representation on CEO compensation. Entrepreneurship: Theory & Practice, 34(6), 1125-1144.
  • Çelik, H., & Ekşi, H. (2015). Nitel desenler: gömülü teori. EDAM Yayınları.
  • Çırpan, H. (2021). Aile İşletmelerinde İlişki Yönetimi. İstanbul Ticaret Odası Yayınları.
  • Danco, K. (1981). From the other side of the bed: A woman looks at life in the family business. Center for Family Business, University Press.
  • Danco, L. A. (1982). Beyond survival: a business owner’s guide for success. Cleveland, Ohio: The Center for Family Business.
  • De Massis, A., Chua, J. H., & Chrisman, J.J. (2008), Factors preventing intra-family succession. Family Business Review, 21(2), 183-199.
  • Decker, C., Heinrichs, K., Jaskiewicz, P., & Rau, S.B. (2017). What do we know about succession in family businesses? Mapping current knowledge and unexplored territory. In Kellermanns, F.W. and Hoy, F. (Eds), The Routledge Companion to Family Business, Vol. 2, Routledge, New York, NY, 45-74.
  • Dick, R., & Kets de Vries, M. F. R. (1992). The Bonnier Group in transition, INSEAD Case Study.
  • Dyer, W. G., Jr. (1986). Cultural Change in Family Firms: Anticipating and Managing Business and Family Transitions. San Francisco: Jossey-Bass.
  • Eisenhardt, K. M., (1989), “Agency theory: An assessment and review”. Academy Management Review, 14(1), 532-550.
  • Emery, F. E., & Trist, E. L. (1965). The causal texture of organizational environments. Human relations, 18 (1), 21-32.
  • Erdoğmuş, N. (2007). Aile işletmeleri: yönetim devri ve ikinci kuşağın yetiştirilmesi. İGİAD Yayınları.
  • Erkuş, A. (1994). Psikoloji Terimleri Sözlüğü. Ankara. Doruk Yayınları.
  • Fahed-Sreih, J., & Djoundourian, S. (2006). Determinants of longevity and success in Lebanese family businesses: An exploratory study. Family Business Review, 19(3), 225-234.
  • Farquhar, K. W. (1989). Employee responses to external executive succession: Attributions and the emergence of leadership (Doctoral dissertation, Boston University).
  • Filser, M., Kraus, S., & Märk, S. (2013). Psychological aspects of succession in family business management. Management Research Review, 36(3), 256-277.
  • Friedman, S., & Olk, P. (1987). The succession process: Theoretical considerations. In annual meeting of the Academy of Management, New Orleans, LA.
  • Gedajlovic, E., Carney, M., Chrisman, J., & Kellermanns, F. (2012), The adolescence of family firm research: Taking stock and planning for the future. Journal of Management, 38(4), 1010-1037.
  • Gilmore, R. N., & McCann, J . E., III. (1983). Designing Effective Transitions for New Correctional Leaders. In J . W. Doig (ed.), Criminal Corrections: Ideals and Realities. Lexington, Va.: Lexington Books.
  • Glaser, B. G. (1978). Theoretical sensitivity: Advances in the methodology of grounded theory. Mill Valley, CA: Sociology Press
  • Glaser, B. G. (1998). Doing grounded theory: Issues and discussions. Mill Valley, CA: Sociology Press.
  • Glaser, B. G., & Holton, J. (2004). Remodeling grounded theory. Forum Qualitative Sozialforschung/Forum: Qualitative Social Research, 5(2), 1-23.
  • Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Oxon, London: Routledge.
  • Gordon, G.E., & Rosen, N.A. (1981). Critical factors in leadership succession. Organizational Behavior and Human Performance, 27, 227-254.
  • Handler, W.C., & Kram, K.E. (1988). Succession in Family Firms: The Problem of Resistance. Family Business Review, 1, 361 - 381.
  • Handler, W. C. (1989). Managing the Family Firm Succession Process; The Next-Generation Family Member's Experience. Unpublished doctoral dissertation, School of Management, Boston University.
  • Handler, W. C. (1990). Succession in Family Firms: A Mutual Role Adjustment Between Entrepreneur and Next-Generation Family Members. Entrepreneurship: Theory and Practice, 15(1), 37-51 .
  • Handler, W. C. (1994). Succession in family business: A review of the research. Family business Review, 7(2), 133-157.
  • Hughes, J. E. (1997). Family wealth: keeping it in the family. Princeton Junction, N.J.: NetWrx.
  • Ibrahim, A.B., Soufani, K. & Lam, J. (2001). A study of succession in a family firm. Family Business Review,14(3), 245-58.
  • Kelly, L. M., Athanassiou, N., & Crittenden, W. F. (2000). Founder centrality and strategic behavior in the family-owned firm. Entrepreneurship theory and practice, 25(2), 27-42.
  • Kets de Vries, M. F. (1985). The dark side of entrepreneurship. Harvard Business Review, No. 85609, 160-166.
  • Kets de Vries, M.F. (1993), The dynamics of family controlled firms: the good and the bad news. Organisational Dynamics, 21(3), 59-71.
  • Kim, W. & Mauborgne, R. (1993). Procedural justice, attitudes, and subsidiary top management compliance with multinational’s corporate strategic decisions. Academy of Management Journal, 36(3), 502-526.
  • Kuan, T. H., Li, C. S., & Chu, S. H. (2011). Cash holdings and corporate governance in family-controlled firms. Journal of Business Research, 64(7), 757-764.
  • Kübler-Ross, E. (1969). On Death and Dying. New York: Macmillan.
  • Lansberg, I. S. (1988). The Succession Conspiracy. Family Business Review, 1(2), 119-143.
  • Le Breton–Miller, I., Miller, D., & Steier, L. P. (2004). Toward an Integrative Model of Effective FOB Succession. Entrepreneurship Theory and Practice, 28(4), 305–328. https://doi.org/10.1111/j.1540-6520.2004.00047.x
  • Leach, P. (2016). Family Enterprises: The Essentials. London: Profile Books.
  • Levinson, H. (1971). Conflicts That Plague the Family Business. Harvard Business Review, 49, 90-98.
  • Lockamy III, A., Carson, C. M., & Lohrke, F. T. (2016). An evaluation of key determinants preventing intra-family business succession. Journal of Family Business Management, 6(1), 64–80. https://doi.org/10.1108/jfbm-01-2015-0002
  • Long, R. G., & Chrisman, J. J. (2013). Management succession in family business. In Melin, L., Nordqvist, M., Sharma, P. (Eds.), Sage handbook of family business (pp. 249-268). Thousand Oaks, CA: Sage.
  • Longenecker, J.G., & Schoen, J.E. (1975). An Empirical Investigation of Pre-Entry Socialization of Successors for Leadership in Family-Controlled Businesses. Management Perspectives on Organizational Effectiveness. Proceedings of the Southern Management Association meetings.
  • Longenecker, J.G., & Schoen, J . E. (1978). Management Succession in the Family Business. Journal of Small Business Management, 16, 1-6.
  • Miller, D., Steier, L. & Le Breton-Miller, I. (2003). Lost in time: intergenerational succession, change, and failure in family business. Journal of Business Venturing, 18(4), 513-31.
  • Molly, V., Laveren, E., & Deloof, M. (2010). Family business succession and its impact on financial structure and performance. Family Business Review, 23(2), 131-147.
  • Morris, M. H., Williams, R. O., Allen, J. A., & Avila, R. A. (1997). Correlates of success in family business transitions. Journal of Business Venturing, 12(5), 385-401.
  • Olson, P., Zuiker, V., Danes, S., Stafford, K., Heck, R. & Duncan, K. (2003), Impact of family and business on family business sustainability. Journal of Business Venturing, 18(5), 639-66.
  • Peterson, C., & Seligman, M. E. (1984). Causal explanations as a risk factor for depression: theory and evidence. Psychological Review, 91(3), 347.
  • Poza, E. J., & Daugherty M. S. (2013). Family business. South-Western Cengage Learning.
  • Rosenblatt, P. C., Mik, L., Anderson, R. M., & Johnson, P. A. (1985). The family in business: Understanding and dealing with the challenges entrepreneurial families face. San Francisco: Jossey-Bass.
  • Schein, E. H. (1983). The Role of the Founder in the Creation of Organizational Culture. Organizational Dynamics, 12, 13-28.
  • Sharma, P., & Rao, S. (2000). Successor attributes in Indian and Canadian family firms: A comparative study. Family Business Review, 13(4), 313–330.
  • Sharma, P., Chrisman, J. J., Pablo, A. L., & Chua, J. H. (2001). Determinants of initial satisfaction with the succession process in family firms: A conceptual model. Entrepreneurship Theory and Practice, 25(3), 17-36.
  • Sharma, P., Chrisman, J. J., & Chua, J. H. (2003). Predictors of satisfaction with the succession process in family firms. Journal of Business Venturing, 18(5), 667-687.
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There are 76 citations in total.

Details

Primary Language Turkish
Journal Section Research Article
Authors

Gökhan Alpman 0000-0001-9309-8948

Publication Date June 15, 2022
Submission Date February 14, 2022
Acceptance Date June 3, 2022
Published in Issue Year 2022 Volume: 21 Issue: 43

Cite

APA Alpman, G. (2022). Türk Aile Şirketlerinde Nesiller Arası Yönetim Devri: Bir Gömülü Teori Çalışması. İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 21(43), 347-376. https://doi.org/10.46928/iticusbe.1073518