| Socio-demographics |
1. Indicate the year in which your company started its activities.
2. Indicate the current number of shareholder families in the company.
3. Indicate which generations are currently working in your company:
The founder and his/her children
The founder´s children only
The founder´s grandchildren and their parents
The founder´s grandchildren only
The founder's grandchildren´s descendants
4. Indicate the year in which generational replacement occurred. |
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| Succession plan |
The succession plan:
1. Considers that the successor and the person succeeded will work together for some time.
2. Considers the knowledge and the abilities that should be evaluated in every possible candidate of the family as the company´s CEO.
3. Includes the family and business values that the possible new company´s CEO should possess.
4. Details how the incorporation of a possible CEO into the company´s decision-making process will be managed. |
Motwani et al. (2006)Motwani, J., Levenburg, N.M., Schwarz, T.V., & Blankson, B. (2006). Succession planning in SMEs: an empirical analysis. International Small Business Journal 24(5), 471-495. and Venter et al., (2005)Venter, E., Boshoff, C. & Maas, G. (2005). The influence of successor‐related factors on the succession process in small and medium‐sized family businesses. Family Business Review, 18(4), 283-303. https://doi.org/10.1111/j.1741-6248.2005.00049.x
https://doi.org/10.1111/j.1741-6248.2005...
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| Family environment |
In my family:
1. When a conflict emerges, we deal with it openly.
2. Active communication between members is promoted.
3. Each member is valued for his/her capabilities and his/her abilities.
4. Before taking any decision that affects either the family or company, every possibility is evaluated.
5. The company members´ training is promoted considering their preferences.
6. We encourage members of the are new generation to work alongside members of the current generation.
7. The transmission values that made our company stronger are promoted. |
All the items were self-developed or adapted from the studies of Cabrera-Suárez e Martín-Santana, (2010)Cabrera-Suárez, M. K., & Martín-Santana, J. (2010). La influencia de las relaciones intergeneracionales en la formación y el compromiso del sucesor: Efectos sobre el proceso de sucesión en la empresa familiar (The influence of intergenerational relationships on the formation and commitment of the successor). Revista Europea de Direccion y Economia de La Empresa, 19(2), 111-128. and Duarte e Oliveira, (2010)Duarte, F., & Oliveira, L. (2010). Análise de maturidade em processos sucessórios de empresas familiares. Revista de Gestão, 17(2), 135-150. doi: 10.5700/rege391
https://doi.org/10.5700/rege391...
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| Organizational environment |
In our firm:
1. The functions of each job position are clear.
2. The family´s values are taken into consideration in the decision-making process.
3. The company´s goals are clear and known by all employees.
4. The job position performance evaluation and the promotion criteria are known by every employee.
5. When any conflict or problem rises, the company works hard to come up with solutions that, as far as possible, benefit every employee.
6. Teamwork is promoted between all employees.
7. Upward and downward communication is fast and timely. |
| Economic environment |
On our family farm:
1. The changes in the government's economic policy compromise its performance.
2. The company´s performance depends a lot on access to financing and its cost.
3. The government's investment support policies are crucial for the company´s development.
4. The government's tax policies have a big influence on our growth and development strategy.
5. The national GDP growth has an influence on our own growth. |
| Successful succession |
Family harmony
1. The people in my family are very compatible with each other.
2. The daily interaction between family members is cordial.
3. Family members support each other.
4. Family members act in in harmony.
Growth
1. The growth in sales in the two years following the succession has been:
2. The cumulative growth of the business in the two years following succession, compared to other firms in the sector has been: |
Kavikondala et al. (2016)Kavikondala, S., Stewart, S. M., Ni, M. Y., Chan, B. H. Y., Lee, P. H., Li, K.-K., ... Leung, G. M. (2016). Structure and validity of family harmony scale: An instrument for measuring harmony. Psychological Assessment, 28(3), 307-318. doi:10.1037/pas0000131
https://doi.org/10.1037/pas0000131...
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