Social capital and next-generation succession in the family firm Online publication date: Tue, 05-Oct-2010
by Jasmine Tata, Sameer Prasad
International Journal of Entrepreneurship and Small Business (IJESB), Vol. 11, No. 3, 2010
Abstract: Building relationships with individuals and organisations and accumulating social capital is critical to the success of a family firm. During times of succession, however, family firms have to deal with the difficult task of transferring social capital from the incumbent to the successor. Existing literature on succession planning focuses largely on the transfer of physical and human capital and ignores the development and transfer of social capital within family firms. Hence, the purpose of this paper is to explore an alternate perspective of next-generation succession in family businesses. Specifically, we examine the importance of the incumbent's and successor's social networks and develop a conceptual model that depicts the connections between the optimum configuration of post-succession social capital in the family business, transferred social capital (i.e. social capital that is transferred from the incumbent to the successor), and new social capital brought into the position by the successor.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Entrepreneurship and Small Business (IJESB):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook