772639 FBRXXX10.1177/0894486518772639Family Business ReviewHolt and Kammerlander research-article2018 commentary Family Business Review 2018, Vol. 31(2) 176 –177 © The Author(s) 2018 Introductory Comment on Reprints and permissions: sagepub.com/journalsPermissions.nav “The Succession Process From a https://doi.org/10.1177/0894486518772639 DOI: 10.1177/0894486518772639 journals.sagepub.com/home/fbr Resource- and Knowledge-Based View of the Family Firm” 1 2 Nadine Kammerlander and Daniel T. Holt How can family firms outcompete others? What is their can be done to ensure a smooth succession process and competitive advantage and how can they maintain it to foster an effective transfer of intangible knowledge over time? Those are the—implicit—research questions from the predecessor to the successor. Based on the that the seminal article of Cabrera-Suárez, De Saá- model of Szulanski (1996), four factors determine the Pérez, and García-Almeida (2001) seeks to address. success of the knowledge transfer: (a) characteristics of Taking a strategic management perspective, they scruti- the knowledge (i.e., tangible or intangible); (b) charac- nize what is at the heart of family firms’ success. teristics of the source of knowledge (i.e., the predeces- Thereby, building on resource- and knowledge-based sor); (c) characteristics of the recipient of knowledge arguments, they reveal familiness (Habbershon and (i.e., the successor); and (d) characteristics of the con- Williams, 1999) as
Family Business Review – SAGE
Published: Jun 1, 2018
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