Succession planning in family businesses: the role of long-term plans

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F00216305%3A26510%2F21%3APU143103" target="_blank" >RIV/00216305:26510/21:PU143103 - isvavai.cz</a>

Výsledek na webu

<a href="https://www.esd-conference.com/past-conferences" target="_blank" >https://www.esd-conference.com/past-conferences</a>

DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Succession planning in family businesses: the role of long-term plans

Popis výsledku v původním jazyce

Today, many of the oldest businesses in Europe and around the world are family-owned and their survival is the result of their ability to change over time. The key objective of a family business is to keep the firm in the family by passing it on to the next generation. The transfer of a business (the succession process) is considered an extremely difficult part of the business life cycle. A lack of planning can be one of the main reasons why business transfers fail, because it is only during the planning process that participants usually realise how complex the succession process actually is. We assume that the formulation of a strategic plan can play an important role in the transfer of a business. At the same time, however, its benefits are determined by whether the family accepts the plan, implements it, and involves the next generation. The objective of this paper is to analyse whether family businesses have strategic plans and which factors influence their formulation. The assumptions have been v

Název v anglickém jazyce

Succession planning in family businesses: the role of long-term plans

Popis výsledku anglicky

Today, many of the oldest businesses in Europe and around the world are family-owned and their survival is the result of their ability to change over time. The key objective of a family business is to keep the firm in the family by passing it on to the next generation. The transfer of a business (the succession process) is considered an extremely difficult part of the business life cycle. A lack of planning can be one of the main reasons why business transfers fail, because it is only during the planning process that participants usually realise how complex the succession process actually is. We assume that the formulation of a strategic plan can play an important role in the transfer of a business. At the same time, however, its benefits are determined by whether the family accepts the plan, implements it, and involves the next generation. The objective of this paper is to analyse whether family businesses have strategic plans and which factors influence their formulation. The assumptions have been v

Druh

O - Ostatní výsledky

CEP obor

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OECD FORD obor

50204 - Business and management

Projekt

<a href="/cs/project/TL02000434" target="_blank" >TL02000434: Rodinné podniky: generátory hodnoty a určování hodnoty v procesu nástupnictví</a><br>

Návaznosti

P - Projekt vyzkumu a vyvoje financovany z verejnych zdroju (s odkazem do CEP)

Rok uplatnění

2021

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů