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<p>Exploring the possible succession resistance faced by successors has been a hot topic in family business research in recent years. However, the majority of extant studies predominantly concentrate on macro-level succession challenges, while insufficient scholarly attention has been devoted to examining the developmental trajectory of successors from a micro-level and dynamic perspective. This multi-case study of three family firms at distinct succession stages, employing grounded theory, reveals that successor socialization diversity influences the complexity of cross-generational growth patterns, moderated by familiness dynamic capabilities. Key findings reveal: (1) Successors experience dual socialization, incorporating both “family” and “business” dimensions. (2) Familiness is considered as a dynamic capability. The essence of dual socialization evolution is the iterative process of “identification-acquisition-recombination” of familiness dynamic capabilities. (3) The adjustment and adaption of familiness dynamic capabilities further shape the complexity of intergenerational growth. This study provides practical guidance for family firms to develop systematic succession plans. In addition, it provides novel theoretical insights for improving the success rate of succession and improving institutional safeguards in family firms.</p>

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The linkage of “family” and “business”: the dual socialization growth path of successors——A multi-case analysis based on the adjustment and adaptation of familiness dynamic capability

  • 期刊论文

  • 发表日期：

    2025年7月4日

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  • Jiong Wu,
  • Ziyu Zhou

摘要

Exploring the possible succession resistance faced by successors has been a hot topic in family business research in recent years. However, the majority of extant studies predominantly concentrate on macro-level succession challenges, while insufficient scholarly attention has been devoted to examining the developmental trajectory of successors from a micro-level and dynamic perspective. This multi-case study of three family firms at distinct succession stages, employing grounded theory, reveals that successor socialization diversity influences the complexity of cross-generational growth patterns, moderated by familiness dynamic capabilities. Key findings reveal: (1) Successors experience dual socialization, incorporating both “family” and “business” dimensions. (2) Familiness is considered as a dynamic capability. The essence of dual socialization evolution is the iterative process of “identification-acquisition-recombination” of familiness dynamic capabilities. (3) The adjustment and adaption of familiness dynamic capabilities further shape the complexity of intergenerational growth. This study provides practical guidance for family firms to develop systematic succession plans. In addition, it provides novel theoretical insights for improving the success rate of succession and improving institutional safeguards in family firms.