Abstract
Legacy. Succession may remove the leader, but not the way of doing things—at succession, a legacy of policies and norms is often formally enshrined, even if it no longer suits the competitive context and reduces the effectiveness of the organization.
Psychology. Fear of mortality, development of trust, and loss of identity are psychologically profound challenges to both the departing leader and the organization left behind that are eased by the assurance of continuity.
Cultural History. From political history, we take the need for prudent choice; from religious history, the importance of the mantle of the founder; and from business history, the convention of generation spanning ownership defending a lasting legacy.
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- 1.
For a summary, see Kets de Vries MFR (1985) The Dark Side of Entrepreneurship. Harvard Business Review 63, 160–167.
- 2.
Cf. Sonnenfeld J (1988) The Hero’s Farewell. Oxford University Press, New York.
- 3.
cf. Levinson H (1971). Conflicts That Plague the Family Business. Harvard Business Review 49, 90–98; Lansberg I (1988). The Succession Conspiracy. Family Business Review, 1, 2.
- 4.
The story of the succession of King David is based on the biblical account, 1 Samuel 16 to 1 Kings 2.
- 5.
The idea derives from the story of passing of Elijah’s mantle in 2 Kings 2 and has become part of clerical practice in Judaism, Christianity, and Islam.
- 6.
Gomez P-Y, Korine H (2008) Entrepreneurs and Democracy: A Political Theory of Corporate Governance. Cambridge University Press, Cambridge, UK.
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For further historical background on family businesses, see James H (2006) Family Capitalism: Wendels, Haniels, Falcks and the Continental European Model. Cambridge University Press, Cambridge, MA, and Payne P (1974) Industrial entrepreneurship and Management in Great Britain. In: Mathias P, Postan M (eds) The Cambridge Economic History of Europe. Cambridge University Press, Cambridge, UK, Volume 7; part 1; p 180–230.
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Korine, H. (2017). Succession to Preserve a Legacy. In: SUCCESSION FOR CHANGE. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-52120-6_1
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DOI: https://doi.org/10.1007/978-3-319-52120-6_1
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