The organizational behavior (OB) and human resources management (HRM) researchers seem to have been investigating the business succession problem mainly from a company perspective. Therefore, the measures they use are business performance variables (Serra and Borzillo, 2013).
In the past few years a human perspective has emerged in OB/HRM conversations on business succession. That brought in new measures reflecting stakeholders' satisfaction with succession processes and outcomes.
Both the established and emerging conversations occur in the natural realm of actor-focused organizational theories.
Figure 1 shows two dimensions of the business succession debate: theory (X) and perspective (Y). 10 organizational theories are placed on the X dimension. Classes of measured variables (business performance, stakeholders' reactions) are positioned on the Y dimension. Thus, Figure 1 maps the fields of the existing conversations and "unexplored/unexplorable" areas.
It is my intention to join the emerging conversation of the left upper corner by moving in from the foothold of the conceptual model based on the resource dependence theory with variables from the stakeholders' reactions class.
Figure 1. The map of the business succession debate
Abbreviations of organizational theories
RA - Rational actor
OP/LPS - Organizational process/Limited problem solver
C/BP - Coalitions/Bureaucratic politics
OA/GC - Organized anarchies/Garbage can
OL/KPM - Organizational learning/Knowledge-practice model
OC - Organizational culture
RD - Resource dependence
NO - Network organization
NI - Neoinstitutional
PE - Population ecology
References
Serra, Caroline Kaehr and Borzillo, Stefano (2013). "Founder successions in new ventures: the human perspective." Journal of Business Strategy, Vol. 34, No. 5, pp. 12-24.
McFarland, Daniel A., Organizational Analysis. Stanford/Coursera, Fall 2012.
Acknowledgements
I express my sincere gratitude to Audrone Nakrosiene, my fellow PhD student, for her help in framing my PhD research question.
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