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New Directions for Brothers and Sisters in Successor Teams in Family Firms

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The Palgrave Handbook of Heterogeneity among Family Firms

Abstract

In a qualitative study of 12 family firms, we examined successor teams composed of both male and female family members (brothers and sisters). We highlighted the changing roles of women and examined their development as successors, using a case study approach and grounded theory analysis. In-depth interviews with family firm leaders identified a movement away from past characterizations of invisibility for women toward more fully recognized positions of authority in family firms. Our findings are summarized by six propositions and a model of sibling successor team formation and function in family firms.

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Authors and Affiliations

  1. Department of Management and Marketing, The University of Texas at Tyler, Tyler, TX, USA

    John James Cater III & Marilyn Young

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  1. John James Cater III
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  2. Marilyn Young
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Correspondence to John James Cater III .

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Editors and Affiliations

  1. Bryan School of Business and Economics, University of North Carolina-Greensboro, Greensboro, NC, USA

    Esra Memili

  2. School of Business Administration, The University of Mississippi, University, MS, USA

    Clay Dibrell

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Cater, J.J., Young, M. (2019). New Directions for Brothers and Sisters in Successor Teams in Family Firms. In: Memili, E., Dibrell, C. (eds) The Palgrave Handbook of Heterogeneity among Family Firms. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-77676-7_10

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