Please use this identifier to cite or link to this item: http://hdl.handle.net/1942/30756
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dc.contributor.authorUMANS, Ine-
dc.contributor.authorLYBAERT, Nadine-
dc.contributor.authorSTEIJVERS, Tensie-
dc.contributor.authorVOORDECKERS, Wim-
dc.date.accessioned2020-03-11T12:55:34Z-
dc.date.available2020-03-11T12:55:34Z-
dc.date.issued2020-
dc.date.submitted2020-03-03T13:57:03Z-
dc.identifier.citationSMALL BUSINESS ECONOMICS, 54 (1), p. 189 -207-
dc.identifier.issn0921-898X-
dc.identifier.urihttp://hdl.handle.net/1942/30756-
dc.description.abstractThis study builds on implementation intention theory to indicate that both business and family governance practices influence the succession planning process in family firms. In addition, this study draws on goal adjustment theory to explore whether the family CEO's emotions, being his or her inability to let go of the family firm, hamper the governance decisions of the board of directors concerning that succession planning process. Applying a moderated mediation analysis on a sample of 225 family firms, results show that board involvement in the succession process mediates the positive relationship between the use of family governance practices and the level of succession planning. In addition, the family CEO's inability to let go negatively moderates this mediating relationship which signifies that emotions influence governance outcomes in family firms.-
dc.language.isoen-
dc.publisherSPRINGER-
dc.rightsSpringer Science+Business Media, LLC, part of Springer Nature 2018-
dc.subject.otherFamily firms-
dc.subject.otherSuccession planning-
dc.subject.otherFamily governance practices-
dc.subject.otherBoard of directors-
dc.subject.otherEmotions-
dc.titleSuccession planning in family firms: family governance practices, board of directors, and emotions-
dc.typeJournal Contribution-
dc.identifier.epage207-
dc.identifier.issue1-
dc.identifier.spage189-
dc.identifier.volume54-
local.format.pages19-
local.bibliographicCitation.jcatA1-
dc.description.notesUmans, I (reprint author), Hasselt Univ, Res Ctr Entrepreneurship & Family Firms RCEF, B-3590 Diepenbeek, Belgium.-
dc.description.notesine.umans@uhasselt.be-
dc.description.otherUmans, I (reprint author), Hasselt Univ, Res Ctr Entrepreneurship & Family Firms RCEF, B-3590 Diepenbeek, Belgium. ine.umans@uhasselt.be-
local.publisher.placeVAN GODEWIJCKSTRAAT 30, 3311 GZ DORDRECHT, NETHERLANDS-
local.type.refereedRefereed-
local.type.specifiedArticle-
dc.source.typeArticle-
dc.identifier.doi10.1007/s11187-018-0078-5-
dc.identifier.isiWOS:000511921300009-
dc.contributor.orcidUmans, Ine/0000-0002-7889-9787; Voordeckers, Wim/0000-0001-7041-3933-
dc.identifier.eissn1573-0913-
local.provider.typewosris-
local.uhasselt.uhpubyes-
local.uhasselt.internationalno-
item.validationecoom 2021-
item.validationvabb 2020-
item.fulltextWith Fulltext-
item.accessRightsOpen Access-
item.fullcitationUMANS, Ine; LYBAERT, Nadine; STEIJVERS, Tensie & VOORDECKERS, Wim (2020) Succession planning in family firms: family governance practices, board of directors, and emotions. In: SMALL BUSINESS ECONOMICS, 54 (1), p. 189 -207.-
item.contributorUMANS, Ine-
item.contributorLYBAERT, Nadine-
item.contributorSTEIJVERS, Tensie-
item.contributorVOORDECKERS, Wim-
crisitem.journal.issn0921-898X-
crisitem.journal.eissn1573-0913-
Appears in Collections:Research publications
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