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Tu quoque mi fili ! Comment faire accepter la régénération stratégique lors d’une succession familiale ?

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Listed:
  • Hedi Yezza

    (IAE Paris - Sorbonne Business School)

  • Didier Chabaud

    (IAE Paris - Sorbonne Business School)

Abstract

During family succession, a phase of joint leadership is frequently observed, in which the successor and his or her predecessor share responsibilities. This phase allows the successor to propose changes in the strategic orientation and management methods of the family business. But is it easy to get these choices accepted when they may go against previous decisions? Conflicts are possible between the predecessor?who favors a certain level of stability?and the successor?who wishes to regenerate the company. How are such situations managed?
(This abstract was borrowed from another version of this item.)

Suggested Citation

  • Hedi Yezza & Didier Chabaud, 2020. "Tu quoque mi fili ! Comment faire accepter la régénération stratégique lors d’une succession familiale ?," Post-Print hal-03254111, HAL.
    • Handle: RePEc:hal:journl:hal-03254111
    DOI: 10.3917/entin.044.0008
    as

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