Scholarlink

<p>Family-owned small and medium enterprises (SMEs) are vital to economic development in emerging markets, yet they often struggle with long-term sustainability due to challenges in succession planning, family dynamics, and varying successor capabilities. This study aims to examine how succession planning, family influence, and the socio-demographic characteristics of successors jointly affect the performance of family-owned SMEs in Ghana’s hospitality sector. Guided by the Resource-Based View, Human Capital Theory, and Agency Theory, the study develops a conceptual framework to explore these relationships. Data were collected from 191 family-owned SMEs across three major regions of Ghana and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The analysis reveals that effective succession planning significantly enhances firm performance, affirming its critical role in ensuring business continuity. Family influence shows a moderate impact, with benefits when well balanced but potential drawbacks when excessive. Additionally, successors’ attributes, particularly education, experience, and age, positively influence performance, which emphasizes the importance of human capital. The findings contribute to theory by integrating multidisciplinary perspectives and offer practical guidance for SME owners, successors, and policymakers on improving succession strategies, governance, and leadership development. The study underscores the need for structured planning and strategic talent development to ensure the resilience and sustainability of family-owned enterprises in Ghana and similar emerging economies.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Enhancing SME performance through succession planning, family influence, and successor attributes: evidence from Ghana’s hospitality sector

  • 期刊论文

  • 发表日期：

    2025年8月20日

查看全文
  • Godfred Etse Klugah,
  • Vida Korang,
  • Francis Ransford Esifie,
  • Mohammed Awal Zingnaa Iddrisu

摘要

Family-owned small and medium enterprises (SMEs) are vital to economic development in emerging markets, yet they often struggle with long-term sustainability due to challenges in succession planning, family dynamics, and varying successor capabilities. This study aims to examine how succession planning, family influence, and the socio-demographic characteristics of successors jointly affect the performance of family-owned SMEs in Ghana’s hospitality sector. Guided by the Resource-Based View, Human Capital Theory, and Agency Theory, the study develops a conceptual framework to explore these relationships. Data were collected from 191 family-owned SMEs across three major regions of Ghana and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The analysis reveals that effective succession planning significantly enhances firm performance, affirming its critical role in ensuring business continuity. Family influence shows a moderate impact, with benefits when well balanced but potential drawbacks when excessive. Additionally, successors’ attributes, particularly education, experience, and age, positively influence performance, which emphasizes the importance of human capital. The findings contribute to theory by integrating multidisciplinary perspectives and offer practical guidance for SME owners, successors, and policymakers on improving succession strategies, governance, and leadership development. The study underscores the need for structured planning and strategic talent development to ensure the resilience and sustainability of family-owned enterprises in Ghana and similar emerging economies.