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Notes
- 1.
This point is made in numerous publications on the subject, popular and academic. For a research-based overview, see Twenge JM (2006) Generation me: Why today’s young Americans are more confident, assertive, entitled—and more miserable than ever before. Free Press, New York. More recently and in a more popular vein, see Stein J (2013) The me me me generation. Time, May 20.
- 2.
The relationship between the availability of the technology for connecting and the incidence of openness and networking is reciprocal, and it is very difficult to separate one from the other. For more a detailed examination of this question, see Licoppe C, Smoreda Z (2005) Are social networks technologically embedded? How networks are changing today with changes in communications technology. Social Networks, 27, 317–335.
- 3.
Zellweger T, Sieger P, and Englisch P (2012) Coming home or breaking free? Career choice intentions of the next generation in family businesses, Ernst & Young/Universität St. Gallen. The complete study can be found under http://www.guesssurvey.org/PDF/2012/Coming_Home_or_Breaking_Free.pdf.
- 4.
Most South East Asian family businesses are quite young, led by either the founder or the founder’s immediate offspring. Thus, the members of the group described here are from the second generation.
- 5.
The tradition of secrecy is regularly alluded to in the literature on family firms and described as both an advantage and, in a few respects, as an impediment; cf. Stewart A, Hitt MA (2012) Why Can’t a Family Business Be More Like a Nonfamily Business? Modes of Professionalization in Family Firms. Family Business Review, 25, 58–86.
- 6.
Von Recklinghausen C (2012) Die Nachfolger von Familienunternehmen: Eine Betrachtung des Verhältnisses der jungen Generation zu ihrem Unternehmen, Bachelorarbeit, Alanus Hochschule, Alfter, Germany.
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Korine, H. (2017). Next Generation. In: SUCCESSION FOR CHANGE. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-52120-6_6
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