Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Analysis of the Perception of Belonging and the Commitment to the Generational Transition


Affiliations
1 Department of Administration, University Center for economic and Managerial Sciences, University of Guadalajara Periferico Norte 799 Edificio G-201-7, Nucleo Universitario Los Belenes, Zapopan, Jalisco C.P. 45100, Mexico
2 Ciencias AdministrativasUniversidad Cristobal Colon, Zapata 80, Col Flores Magon.Veracruz, Ver. CP 91900, Mexico
     

   Subscribe/Renew Journal


Generational succession is an issue that is of vital importance in family businesses, since the permanence of the company depends on the success of the process. All the steps to follow, as well as the literature on the subject, are studied in the case presented, which is limited to a consortium of companies dedicated to foreign trade, whose corporate is located in the city of Veracruz, with 30 years in the market and that is in the process of transition from the Council Presidency of the father to his son. The analysis includes the existing generational differences in Key words: Generational Succession, Likert Scale, Millennial Generation, Baby Boomer Generation, Generation X Analysis of the Perception of Belonging and the Commitment to the Generational Transition the way of thinking and therefore in the way of managing several companies on which more than 600 employees depend and seeks to identify if there are some variables that ensure the success of a generational succession process..

Keywords

Generational Succession, Likert Scale, Millennial Generation, Baby Boomer Generation, Generation X.
User
Subscription Login to verify subscription
Notifications
Font Size

  • Araya, A. (2011). La sucesion de empresas familiares costarricen¬ses: factores de exito y fracaso. Tesis Doctoral, Universidad de Va¬lencia, Espana.
  • Aronoff, C.E. & Ward, J.L. (1995). Family-owned businesses: A thing of the past or a model for the future? Family Business Review, 8: 121- 130.
  • Belausteguigoitia, I. (2010). Empresas familiares, su dinamica, equilibrio yconsolidación. México, D.F.: Mc GrawHill.
  • Cabrera, K. (1998). Factores determinantes del éxito y fracaso del proceso de sucesión en la empresa familiar(Tesis Doctoral). Recuperado de la base de datos de la Universidad de las Palmas de Gran Canaria. España 1998.
  • Chittoor, R. & Das, R. (2007). Professionalization of management and succession performance – a vital linkage. Family Business Review, 20(l), 65-79.
  • Chrisman, J., Chua, J. & Sharma, P. (1998). Important attributes of successors in family businesses: an exploratory study. Family Business Review, 11(1), 19-34.
  • Friedman, M. & Friedman, S. (1994). How to run a family business. Cincinnati,Ohio: Beterway Books.
  • Gallo, M. (1995). Empresa familiar: Textos y casos. Barcelona: Editorial Praxis.
  • García-Tenorio, J. y Perez, M. (2009). El relevo generacional y la estrategia derecursos humanos en la empresa familiar. Recuperado de la base de datos de la Universidad Complutense de Madrid. España 2009.
  • Handler, W. (1989). Managing the family firm succession process: The next- generation family member´s experience. UMI Disserta¬tion Services.
  • Handler, W.(1994). Succession in family business: A review of the research. FamilyBusiness Review, 7:133-157.
  • Herrera, G. (2012). Relacion entre sentido de pertenencia y estabilidad laboral. Tesis inédita. Universidad Rafael Landivar. Guatemala
  • Jurado, A (2014). Los niveles de sentido de pertenencia en un grupo de profesionales bajo contratación laboral simulada en distintas organizaciones guatemaltecas. Universidad Rafael Landivar. Guatemala.
  • Leach, P. (1993). La empresa familiar. Barcelona: Ediciones Gra¬nica.
  • Lewin, K. (1947). Frontiers in Group Dynamics: Concept, method, and reality in social science; social equilibria and social change. Retrieved from Sage Journals: http://journals.sagepub.com/doi/abs/10.1177/001872674700100103
  • Longenecker, J., Moore, C. & Petty, W. (2001). Administración de pequeñasempresas. México: Thomson Learning.
  • Nelton, S. (1993). Why don’t we dish the dirt. Family business Review.. E.U.A.: pp.81, 61.
  • Oviedo, G. (2004). La definición del concepto de percepción en psicología con baseen la Teoría Gestalt. Revista de Estudios Sociales. No 18. Bogotá, Colombia. Mayo/Agosto 2004.
  • PricewaterhouseCoopers, Instituto de la Empresa Familiar y Red de Cátedras delIEF (2007): Políticas de Capital humano en la Empresa Familiar, Documento 142 del IEF.
  • Quijano, R., Magana, D. & Perez, C. (2011). Pertenencia y compromiso: factoresrelevantes en la transición generacional de empresas familiares. Caso constructoras Campeche, Mexico. Estudios Gerenciales, 27 (121), 99-114. Recuperado dehttps://www.icesi.edu.co/revistas/index.php/estudios_gerenciales/article/view/1119.
  • Sharma, P. e Irving, G. (2005). Four bases of family business successor commitment: antecedents and consequences. Entrepreneurship Theory and Practice.Documento 29(1), 13-33.
  • Ussman, A. (2004). Empresas Familiares. Lisboa: Editorial Silabo.
  • Vallejo, M. (2007). El compromiso de la empresa familiar bajo una óptica de liderazgo transformacional y aprendizaje organizacional. Investigaciones Europeas de Dirección y Economía de la Empresa, 13 (3), 217-234.
  • Vancil, R. (1987). Passing the batan: Managing the process of CEO succession. MA, Estados Unidos. Harvard Business School Press.
  • Vilaseca, A. (2002). The shareholder role in the family business: conflict of interests and objectives between nonemployed shareholders and top management team. Family Business Review, 15(4), 299-320.

Abstract Views: 501

PDF Views: 3




  • Analysis of the Perception of Belonging and the Commitment to the Generational Transition

Abstract Views: 501  |  PDF Views: 3

Authors

Jose G. Vargas-Hernandez
Department of Administration, University Center for economic and Managerial Sciences, University of Guadalajara Periferico Norte 799 Edificio G-201-7, Nucleo Universitario Los Belenes, Zapopan, Jalisco C.P. 45100, Mexico
Karla Yvohone Delon Bacre
Ciencias AdministrativasUniversidad Cristobal Colon, Zapata 80, Col Flores Magon.Veracruz, Ver. CP 91900, Mexico

Abstract


Generational succession is an issue that is of vital importance in family businesses, since the permanence of the company depends on the success of the process. All the steps to follow, as well as the literature on the subject, are studied in the case presented, which is limited to a consortium of companies dedicated to foreign trade, whose corporate is located in the city of Veracruz, with 30 years in the market and that is in the process of transition from the Council Presidency of the father to his son. The analysis includes the existing generational differences in Key words: Generational Succession, Likert Scale, Millennial Generation, Baby Boomer Generation, Generation X Analysis of the Perception of Belonging and the Commitment to the Generational Transition the way of thinking and therefore in the way of managing several companies on which more than 600 employees depend and seeks to identify if there are some variables that ensure the success of a generational succession process..

Keywords


Generational Succession, Likert Scale, Millennial Generation, Baby Boomer Generation, Generation X.

References





DOI: https://doi.org/10.22552/jijmr%2F2019%2Fv5%2Fi1%2F182292