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dc.contributor.authorSerhan, Caroleen_US
dc.description.abstractContinuity and change are typically considered as two antithetical concepts, and their coexistence would seem paradoxical. The dilemma for family businesses undergoing inter-generational transition is how to balance these two paradoxical factors - i.e., continuity and change, especially as leadership transitions from senior generations endowed with a bundle of rituals to junior ones. A qualitative research methodology with an abductive analysis approach was applied. Ten successful and mature family-owned businesses operating in Lebanon were contacted and agreed to participate in the study. Interviews with senior and junior generations were conducted. Through adopting a family business imprinting perspective, the study theorized how the continuing legacy of senior generations shaped different approaches to change and continuity depending on the content imprinted on the junior generations. The unique contribution of this paper was in identifying how family businesses resolve this paradox. This paper found that they do this through four distinct strategies - protecting the inheritance, keeping the spirit, renovating the rituals and nurturing memories.en_US
dc.subjectFamily businessen_US
dc.subjectInter-generational transition processen_US
dc.subjectContinuity-change Paradoxen_US
dc.titleModeling the effect of continuity and change as paradoxical forces in the inter-generational transition process of family businessesen_US
dc.typeJournal Articleen_US
dc.contributor.affiliationDepartment of Business Management and Administrationen_US Naderen_US Gereigeen_US
dc.description.statusIn Pressen_US
dc.relation.ispartoftextJournal of Family Business Strategyen_US Fares Faculty of Technology-
Appears in Collections:Department of Business Management and Administration
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