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2025-04-17 03:55 本頁(yè)面
【正文】 rship or management lies in family hands is between 65% and 80% (Gersick, Davis, McCollom, amp。 Lansberg, 1997). Also, estimates of contribution to GDP as well as employment vary from 45% to 70% in the nonmunist world and many observers claim that the majority of new jobs created in the last decade can be attributed to family firms (Neubauer amp。 Lank, 1998). However, the high mortality rate in this type of organization points to the problem of management succession as the main challenge facing these firms. According to Ward (1987) fewer than 30% of successful family businesses make it to the third generation and fewer than 15% make it through that generation. In 1996, the European Observatory for small and mediumsized enterprises (SMEs) estimated that more than 5 million enterprises in the European Union, representing about 30% of all European enterprises, would shortly be facing the transfer of leadership. Moreover, the observatory estimated that about 30% of those enterprises, . million, would disappear because of lack of preparation regarding this transfer. According to the Best Project expert group report published in July 2020, roughly onethird of all European Union panies will change hands over the next 10 years (from 25% to 40% depending on the Member State). This report suggests that an average of 610,000 SMEs will change hands each year potentially affecting million jobs. Succession is, therefore, one of the most researched topics in the family firm field. Nevertheless, most studies have focused on the figure of the predecessor–founder as the principal architect of the pany and its culture, and often as the main obstacle to the evolution of the succession process. Our point of departure here, however, is the consideration that the development of the futu
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