Dysfunctions in owner‐manager succession process in family firms and how a SEAM intervener‐researcher can address them

Abstract

Most succession processes prove to be dysfunctional, resulting in high hidden costs. This article shows how a socio‐economic process can help the actors prevent those dysfunctions, while dealing with the creation of new forms of power.

Citation

Besson, D. and Haddadj, S. (2003), "Dysfunctions in owner‐manager succession process in family firms and how a SEAM intervener‐researcher can address them", Journal of Organizational Change Management, Vol. 16 No. 1, pp. 83-89. https://doi.org/10.1108/09534810310459792