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Grounded in stewardship theory, this study explores the motives, actions and meanings of multiple stakeholders involved in an inter-family hospitality family firm succession.Design/methodology/approachA longitudinal, ethnographic case study approach collects data from 15 in-depth interviews, one year of observation and a one-month on-site internship.FindingsResults show that a well-defined succession plan and the active involvement of the successor/s in the succession process would foster a strong stewardship commitment to the family business. Moreover, a clear and open communication strategy is required to strategically manage rivalry and competition among potential successors during an inter-family succession.Originality/valueThe succession process of family firms remains an intensely discussed phenomenon, and despite its importance to the tourism and hospitality industry, the intersection between tourism and hospitality and family business literature is sparse. Notably, the tourism and hospitality literature lacks a multiple stakeholder perspective to holistically capture the motives, actions and meanings of numerous stakeholders involved in an inter-family succession.
Journal of Family Business Management – Emerald Publishing
Published: Nov 29, 2022
Keywords: Succession; Ethnographic; Case study; Family business; Stewardship theory; Hospitality
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