본문 바로가기
KERD
논문KCI 등재

가족기업의 승계프로세스 관련 이해관계자별 영향요인에 관한 문헌검토

A Literature Review on Stakeholder’s Factors Affecting the Succession Process

남영호|김선화
한국중소기업학회|2011.09|중소기업연구|제33권 제3호|pp. 23-48

2

조회

0

다운로드

17

인용

0

참고문헌

키워드

StakeholdersFamily BusinessReview of Literature가족기업문헌검토승계프로세스. 이해관계자Succession Process Model
주제분류경영학

초록

본 논문은 가족기업의 승계관련 해외문헌을 검토한 문헌연구로 선행연구를 바탕으로 가족기업의 승계에 영향을 미치는 이해관계자 요인 및 승계프로세스 단계별 현 경영자와 후계자의 역할을 분석하고 이를 종합 정리하였다. 승계에 영향을 미치는 이해관계자(stakeholder)는 현 경영자, 후계자, 가족 및 비 가족(non-family) 관리자로 구분하여 각각의 요인을 분석하였고, 승계프로세스는 5단계로 1단계 : 현 경영자의 단독 경영, 2단계 : 후계자 개발과 훈련, 3단계 : 파트너십, 4단계 : 리더십의 점진적인 이전, 5단계 : 경영권의 이전으로 구분하여 각 단계별 현 경영자와 후계자의 역할 및 특성을 분석하였다. 그리고 분석결과를 종합하여 가족기업의 승계프로세스 프레임워크를 제시하는데 이는 성공적 승계에 영향을 미치는 현 경영자와 후계자, 가족 그리고 비 가족 관리자의 역할과 특성 및 승계프로세스 단계별 현 경영자와 후계자의 역할을 종합한 것이다. 승계프로세스에 있어 현 경영자관련 주요 요인은 자발적 은퇴의도, 회사운영의 비전과 가치의 설정 및 공유, 후계자 훈련 및 핵심지식 이전 등이고, 후계자관련 주요 요인은 후계자의 능력, 자발적 승계의도, 후계자의 성향 등이다. 또한 선행연구를 통해 전체 승계프로세스에서 가장 중요한 요인으로 분석된 것은 현 경영자와 후계자간 신뢰기반의 좋은 관계이다. 그리고 가족관련 주요요인은 가족의 화합, 후계자에 대한 신뢰, 가족기업에 대한 헌신 등이며 승계에 있어 비 가족 관리자 요인은 후계자에 대한 신뢰 및 후계자와의 좋은 관계이다. 연구를 종합하여 정리한 가족기업의 승계프로세스 프레임워크는 이러한 현 경영자와 후계자의 특성과 함께 후계자의 성장에 따라 후계자와 경영자의 역할이 조정되는 5단계의 동태적 프로세스로 구성되었다.

Abstract

Family firms play a significant role in the global economy, but despite their importance, research evidence points to their low survival rate. Therefore, it is not surprising that management succession is the most frequently researched topic in family business literature. While acknowledging that there are various definitions of a family business, in this article we follow the premise that it is “a business governed and managed by members of the same family in a manner that is potentially sustainable across generations of the family.” The succession process involves the actions, events, and developments that affect the transfer of managerial control from one family member to another. Successful management succession for a family firm consists of two interactive dimensions. The first is the family members’ satisfaction with the way the succession process is carried out. The other relates to how the succession affects the subsequent performance of the firm. Satisfaction with the succession process is crucial because of its direct impact on the relationships between family members and on effectiveness. The relationship between satisfaction and effectiveness is likely to be inter-temporal in nature. According to the Korea Federation of Small and Medium Business, almost 70% of family companies established between 1970 and 1980, during the era of rapid economic development, will be facing business succession during the next 10 years. However, research into family businesses succession is rare in Korea. The purpose of this study is to review literature on family business succession, and take a more comprehensive and integrative approach to the succession process and the stakeholders’ perspectives. To examine the stakeholder factors effectively, we have studied 55 articles taken from the Family Business Review (FBR) between 1988 and 2010. We first analyzed the factors that influence successful transition by stakeholders, then classified the succession process and integrated the key stakeholders’ roles at each stage of the process. The succession process in a family firm involves numerous participants, with the key stakeholders being the incumbent, successor, family members, and non-family managers. We analyzed the factors that influence successful succession and summarized the relative frequency of the most common findings from the literature we reviewed. One of the most frequently mentioned factors was incumbent attributes, characterized by the quality of the relationship with the successor (36%), effectively communicated and shared values for the future of the family business between family member and successor (24%), willingness to let go (18%), and knowledge transition, nurturing and development of the successor (16%). An equally important category is that of the successor. Variables or dimensions such as the successor’s management ability (20%), willingness to take over (20%), early exposure to the family business (13%), the successor’s attributes (13%), outside work experience (7%), and gaining legitimacy and credibility in the eyes of the stakeholders (5%) are viewed as critical to a successful succession. So is the quality of the relationship inside the family, including harmony (22%), family members’ trust in the potential successor (16%), and commitment to the family business (11%). Another often mentioned but little characterized category was the non-family manager, as the employee’s trust in the successor (18%) is also revealed as an important factor. In summary, the most frequently mentioned factor for a successful succession in the literature we reviewed is the quality of the incumbent-successor relationship. Succession is to be viewed as a process, not an event, and must be fully understood and internalized from the perspective of the key stakeholders involved. A straightforward seven-stage model of succession in a family business, based on the successor, has been developed by Longenecker and Schoen. Churchill and Hatten proposed a four-stage life cycle approach to succession, while Handler put forward a four-stage process for the role adjustment required between predecessors and next-generation family members during succession. If taken together, the models described by the researchers allow the process to be divided into four stages. In the first stage, the owner is the only family member involved in the business. The second stage comprises a training and development period for the successor, while the third stage is a partnership period in which the owner shares the leadership of the business with the successor. Finally, the fourth stage involves the power transfer, in which responsibilities shift to the successor. However, some researchers have suggested there is a critical point in the process at which the successor needs to take charge, located somewhere between stages three and four in the model. In this research, we tried to develop an integrated framework for the succession process that includes important variables with regards to the key stakeholders-incumbent and successor-at each stage. This included a period of phase-in and out between stages three and four as suggested by some researchers, meaning the succession process is actually divided into five stages. We then integrated the role of the incumbent leader and successor in each stage as follows. In the first stage, the incumbent is a sole operator and the successor has no role in the business. At this point, researchers recommend the successor’s early exposure to the business, and working part-time within it. During the second stage, we view the incumbent as ruler and the successor as helper. The incumbent’s role is to transfer knowledge and train the successor, and the successor starts working outside of the family firm or working full-time within the family business at the entry level. The third stage is the partnership period between incumbent and successor. Here the incumbent has six roles (supervisor, teacher, protector, introducer, mobilizer, and collaborator), while the successor has a managerial role. The incumbent relinquishing control, commensurate with the growth in the successor’s ability and authority, occurs during the fourth stage. This is the healthy, mutual role adjustment pattern that precedes a smooth succession. Finally, in the fifth stage, the incumbent becomes a mentor and advisor, and the successor becomes the leader of the organization. Contrary to other theoretical models in which the final phase is characterized by the definitive withdrawal of the predecessor from the firm, we suggest they take on the roles of safeguard and observer to the organization, and mentor and advisor to the successor. In this study, in order to systematize the succession process in a family business, we reviewed previous studies on family business succession and suggested a succession process framework. However, there may be limitations in applying the framework directly to Korean family firms because all the literature was based on Western family businesses, which possess different cultural backgrounds. In order to apply this study to Korean family firms, some case studies appropriate for the specific cultural framework are required. Nevertheless, we expect this paper to be helpful for owners preparing for business succession, as there is a scarcity of articles and books describing this process in Korea. Furthermore, it will be helpful to researchers studying family business succession in the future.

참고문헌 (84)

  1. 김선화, "가족기업의 사회적 자본과 승계프로세스에 관한 탐색적 연구", 대한경영학회지, 24(2), pp.743~767 (2011), 대한경영학회
  2. 남영호, "가족기업론" (2008), 청목출판사
  3. 남영호, "가족기업의 연구동향과 과제", 중소기업연구, 31(3), pp.39~54 (2009), 한국중소기업학회
  4. 남영호, "가업승계의 패러독스와 해법" (2011), 한울
  5. 박기준, "중소ㆍ중견 가족기업의 2세 경영승계교육훈련에 관한 6개사 관찰 연구", 중소기업연구, 33(2), pp.195~219 (2011), 한국중소기업학회
  6. 이장우, "가업승계와 가족기업의 경쟁력 : 에스엘 사례", 중소기업연구, 32(4), pp.145~166 (2010), 한국중소기업학회
  7. Aronoff, C. E, "Chief’s toughest job : Teacher", Nation’s Business, 79, pp.22~28 (1991)
  8. Aronoff, C. E, "Family business succession : The final test of greatness" (1992), Business Owner Resources
  9. Astrachan, J. H., "The F-PEC scale of family influence : A proposal for solving the family business definition problem", Family Business Review, 15(1), pp.45~58 (2002)
  10. Astrachan, J. H, "Family business’ contribution to the U.S. economy : A closer Look", Family Business Review, 16(3), pp.211~220 (2003)
  11. Barach, J. A., "Entry of the next generation : Strategic challenge for family business", Journal of Small Business Management, 26(2), pp.49~56 (1988)
  12. Barach, J. A, "Successful succession in family business", Family Business Review, 8(2), pp.131~155 (1995)
  13. Barach, J. A, "Keeping the family in the firm", Proceedings of the 1991 Family Firm Conference, pp.48~57 (1991)
  14. Barnes, L. B, "Transferring power in the family business", Family Business Review, 7(4), pp.377~392 (1994)
  15. Bird, B., "Family business research : The evolution of an academic field", Family Business Review, 15(4), pp.337~350 (2002)
  16. Brockhaus, R. H., "Family business succession : Suggestions for future research", Family Business Review, 17(2), pp.165~177 (2004)
  17. Cabrera-Suarez, K., "The succession process from a resource and knowledge-based view of the family firm", Family Business Review, 14(1), pp.37~46 (2001)
  18. Cadieux, L, "Succession in small and medium-sized family business : Toward a typology of predecessor roles during and after instatement of the successor", Family Business Review, 20(2), pp.95~109 (2007)
  19. Chittoor, R, "Professionalization of management and succession performance-A vital linkage", Family Business Review, 29(1), pp.65~79 (2007)
  20. Chrisman, J. J, "Important attributes of successors in family business : An exploratory study", Family Business Review, 11(1), pp.19~34 (1998)
  21. Chrisman, J. J, "Discussion : A unified systems perspective of family firm performance : An extension and integration", Journal of Business Venturing, 18(4), pp.467~472 (2003)
  22. Chua, J. H., "Defining the family business by behavior", Entrepreneurship Theory and Practice, 29(5), pp.555~575 (1999)
  23. Chua, J. H., "Succession and non succession concerns of family firms and agency relationship with nonfamily managers", Family Business Review, 16(2), pp.89~107 (2003)
  24. Churchill, N. C, "Non-market-based transfers of wealth and power : A research framework for family business", Family Business Review, 10(1), pp.53~67 (1997)
  25. Danco, L., "Inside the family business" (1980), Cleveland : The University Press
  26. Danco, L, "Beyond Survival" (1982), Cleveland : The University Press
  27. Davis, J. A., "The influence of life-stage on father-son work relationship in family companies", 박사, pp.1982
  28. Davis, J. A, "The influence of life stage on father-son work relationships in family companies", Family Business Review, 2(1), pp.47~74 (1989)
  29. Davis, P. S, "The influence of family on the family business succession process : a multi-generational perspective", Entrepreneurship: Theory and Practice, 22(1), pp.31~53 (1998)
  30. Dumas, C. A, "Understanding of father-daughter and father-son dyads in family-owned business", Family Business Review, 2(1), pp.31~46 (1989)
  31. Dumas, C. A, "Factors that influence the next generation to take over the family farm", Family Business Review, 8(2), pp.99~120 (1995)
  32. Dyer, W. G., "Cultural change in family firms. Anticipating and managing business and family transitions" (1986), Jossey Bass
  33. Dyck, B, "Passing the baton. The importance of sequence, timing, technique and communication in executive succession", Journal of Business Venturing, 17(2), pp.143~162 (2002)
  34. Fiegener, M. K., "A comparison of successor development in family and nonfamily businesses", Family Business Review, 7(4), pp.313~329 (1994)
  35. Fiegener, M. K., "Passing on strategic Vision", Journal of Small Business Management, 34(3), pp.15~26 (1996)
  36. File, K. M, "Attributions for family business failure : The heir’s perspective", Family Business Review, 9(2), pp.171~184 (1996)
  37. Fox, M., "Managing success in family-owned business", Journal of Small Business Journal, 15(1), pp.15~26 (1996)
  38. Goldberg, S. D, "Self-confidence and managerial autonomy : Successor characteristics critical to succession in family firms", Family Business Review, 6(1), pp.55~73 (1993)
  39. Goldberg, S. D, "Research Note : Effective successors in family-owned businesses : Significant Elements", Family Business Review, 9(2), pp.185~197 (1996)
  40. Hambrick, D, "Upper echelons : The organization as a reflection of its top managers", Academy of Management Review, 9(2), pp.193~206 (1984)
  41. Handler, W. C, "Succession in family firms : The Problem of resistance", Family Business Review, 1(4), pp.361~381 (1988)
  42. Handler, W. C., "Succession in family firms : A mutual role adjustment between entrepreneur and next-generation family members", Entrepreneurship Theory and Practice, 14(3), pp.37~51 (1990)
  43. Handler, W. C, "The succession experience of the next generation", Family Business Review, 5(3), pp.283~307 (1992)
  44. Handler, W. C, "Succession in family business : A review of the Research", Family Business Review, 7(2), pp.133~157 (1994)
  45. Harvey, M, "The impact of timing and mode of entry on successor development and successful succession", Family Business Review, 7(3), pp.221~236 (1994)
  46. Harvey, M, "Life after succession in the family business : Is it really the end of problems", Family Business Review, 8(1), pp.3~16 (1995)
  47. Hoover, E. A, "Getting along in family business : The intelligence handbook" (1999), Routledge
  48. Howorth, C, "Family business succession in Portugal : An examination of case studies in the furniture industry", Family Business Review, 14(3), pp.231~244 (2001)
  49. Ibrahim, A. B., "A study of succession in a family firm", Family Business Review, 14(3), pp.245~258 (2001)
  50. Jayaraman, N., "CEO founder status and firm financial performance", Strategic Management Journal, 21(12), pp.1215~1224 (2000)
  51. Kets de Vries. M. F. R, "The dark side of entrepreneurship", Harvard Business Review, pp.160~167 (1985)
  52. Kets de Vries, M. F. R., "The dynamics of family-controlled firms", Organizational dynamics, 21(3), pp.59~71 (1993)
  53. Kirby, D. A, "Research note : Succession management in family firms in northeast England", Family Business Review, 9(1), pp.75~81 (1996)
  54. Lansberg I., "The succession conspiracy", Family Business Review, 1(2), pp.119~143 (1988)
  55. Lansberg, I, "Influence of family relationships on succession planning and training : The importance of mediating factors", Family Business Review, 7(1), pp.39~59 (1994)
  56. Lee, J., "Impact of family relationships on attitudes of the second generation in family business", Family Business Review, 19(3), pp.175~191 (2006)
  57. Longenecker, J. G, "Management succession in family business", Journal of Small Business Management, 16(3), pp.1~6 (1978)
  58. Magreta, J., "Governing the family-owned enter-prise : An interview with Finland’s Krister Ahlstrom", Harvard Business Review, pp.113~123 (1998)
  59. Malinen, P., "Like father like son? Small family business succession problems in Finland", Enterprise and Innovation Management Studies, 2(3), pp.195~204 (2001)
  60. Malone, S. C, "Selected correlates of business continuity planning in the family business", Family Business Review, 2(4), pp.341~353 (1989)
  61. Malone, S. C, "The problem of plateaued owner manager", Family Business Review, 5(1), pp.35~41 (1992)
  62. Matthews, C. H., "Succession in the family firms : A cognitive categorization perspective", Family Business Review, 12(2), pp.159~170 (1999)
  63. Miller, I. L., "Toward an integrative model of effective FOB succession", Entrepreneurship Theory and Practice, 28(2), pp.305~328 (2004)
  64. Morris, M. H., "Correlates of success in family business transition", Journal of Business Venturing, 12(5), pp.385~401 (1997)
  65. Murray, B, "The succession transition process : A longitudinal perspective", Family Business Review, 16(1), pp.17~33 (2003)
  66. Nelton, S., "The rise of women in family business : A call for research now", Family Business Review, 11(3), pp.215~218 (1998)
  67. Pontet, S. B., "An exploration of the generational differences in levels of control held among family businesses approaching succession", Family Business Review, 29(4), pp.337~354 (2007)
  68. Royer, S., "Promoting family : A contingency model of family business succession", Family Business Review, 21(1), pp.15~30 (2008)
  69. Santiago, A. L., "Succession experiences in Philippine family businesses", Family Business Review, 13(1), pp.15~35 (2000)
  70. Seymour, K. C., "International relationships in the family firm : The effect on leadership succession", Family Business Review, 6(3), pp.263~281 (1993)
  71. Sharma, P, "A review and annotated bibliography of family business studies" (1996), Kluwer Academic Publishers
  72. Sharma, P, "Successor attributes in Indian and Canadian family firm", Family Business Review, 13(4), pp.313~330 (2000)
  73. Sharma, P., "Determinants of initial satisfaction with the succession process in family firms : A conceptual Model", Entrepreneurship Theory and Practice, 25(3), pp.17~35 (2001)
  74. Sharma, P., "Succession planning as planned behavior : some empirical results", Family Business Review, 16(1), pp.1~14 (2003)
  75. Sonnenfield, J, "The hero’s farewell" (1988), Oxford University Press
  76. Seymour, K. C, "Intergenerational relationships in the family firm : A dynamic view" (1993), Jossey-Bass
  77. Tagiuri, R, "On the goals of successful family companies", Family Business Review, 5(1), pp.263~281 (1992)
  78. Tsang, E. W. K., "Learning from overseas venturing experience : The case of Chinese family business", Journal of Business Venturing, 17(1), pp.21~40 (2002)
  79. Vancil, R, "Passing the baton" (1987), Harvard University Press
  80. Venter, E., "The influence of successor-related factors on the succession process in small and Medium-sized family businesses", Family Business Review, 18(4), pp.283~303 (2005)
  81. Ward, J. L, "Keeping the family business healthy : How to plan for continuing growth, profitability, and family leadership" (1987), Jossey-Bass
  82. Ward, J. L., "The succession process : 15 guidelines", Small Business Forum, 8(3), pp.57~62 (1990)
  83. Ward, J. L, "Perpetuating the family business" (2004), Palgrave Macmillan
  84. Yan, J, "The effect of Confucian values on succession in family business", Family Business Review, 19(3), pp.235~250 (2006)

관련 논문AI추천

체계적 승계실행을 위한 기반조성에의 영향요인박윤희, 서인덕한국인적자원관리학회 · 인적자원관리연구2007 · 제14권 제4호중소 가족기업의 기존경영자-후계자 관계가 승계유효성에 미치는 영향: 승계준비도의 매개효과를 중심으로백유진, 홍진환한국중소기업학회 · 중소기업연구2017 · 제39권 제3호후계자 관점에서 가업승계에 영향을 미치는 요인들의 중요도에 대한 AHP분석 연구김지희, 유기섭, 이윤석, 조남재한국중소기업학회 · 중소기업연구2021 · 제43권 제1호가족기업의 승계과정 만족도의 선행변수와 조직적 자본의 조절효과에 관한 연구류동우, 박태경, 신언정한국중소기업학회 · 중소기업연구2014 · 제36권 제3호후계자와 경영자 사이 4대 경영요인이 승계과정과 절차의 만족도에 미치는 영향윤병섭, 추문갑중소벤처기업연구원 · 중소기업정책연구2020 · 제5권 제1호성공적인 가업승계를 위한 정책 : 리더십 이전을 중심으로남영호한국중소기업학회 · 중소기업연구2013 · 제35권 제2호

이 간행물의 다른 논문 (6건)

Succession Planning Context in Family Business: Its Predictors and Empirical Test박태경, 서인덕, 박윤희pp. 5-22가족기업 승계 지원정책의 현황과 발전방안조봉현, 조병선pp. 49-71프랜차이즈 가맹본부의 이미지와 지원활동 및 윤리적 가치가 가맹점의 성과에 미치는 효과전인우, 문선웅pp. 73-89사회적 기업 육성을 위한 정부정책의 변화: 수요견인과 공급주도 이론의 탐색적 적용조준기pp. 91-108시니어창업 의사결정에 미치는 영향요인에 관한 연구성창수, 김진수pp. 109-133
원문 보기