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The succession of second‐generation entrepreneurs to control of the family business created by their fathers is a challenging, often unsatisfactory process. A study of ten entrepreneurial families who have experienced succession discovered that the preparation of sons and daughters to take over the family business was disorganised, inadequate, and sometimes inept. Moreover, founder‐fathers and non‐family employees had done little to prepare for the transition to second‐generation leadership. Based on the troubling experience of these ten families and the author′s work with dozens of family businesses, this article proposes a comprehensive developmental model designed to increase the chances of second‐generation success.

Examines the benefits of the mentoring component in the one‐year Diploma of Educational Administration programme offered by the National Institute of Education, to the education system in Singapore. Thirty‐six mentors involved in the programme since its inception in 1984 were invited to give their views on the benefits of the mentor/ protege programme. Thematic analysis of their responses showed that the most common theme which emerged was that of reciprocal learning. Mentors learn through helping others to learn. Through the mentoring programme, the educational system benefits as there is a pool of potential principals ready to take the helm of leadership in the schools. The programme also helps to ensure there is a possibility of systemic renewal and that of systemic repeat, i.e. practices which are passed on to the next generation of leaders.

Family business

This case study is relevant for undergraduate and post-graduate degrees, specifically in the field of entrepreneurship. This case can be applied in the family business and entrepreneurship module.

This case highlights the issue of succession planning in a family business. It describes the problem faced by the founder of a security service company, Kurniawan Security Services Sdn Bhd., in handing over his business to his sons. The case depicts the occurrence of conflicts as one of the common problems in running a family business which, in the end, may affect the perpetuity of the business concerns.

Upon completion of the case analysis, students should be able to explain the concept of entrepreneurship in the context of a family business, discuss the issue of succession planning commonly associated with running a family business, analyse critically the nature of conflicts that may occur in a family business and suggest how the problem(s) can be attempted to be solved from within the business management perspectives.

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The purpose of this paper is to present the experience, successful management and the succession of generations in a Hungarian corporation in the food industry through the “Best Practice” model.

The chosen methodology for this paper is “The best practice model” prepared by The Solutionist Group. The model presents the characteristics of family businesses and illustrates how the process of sustainable enterprise differs in different fields concerning family and non-family businesses. In applying this model, the experience, successful management and the succession of generations will be presented in the case of a large Hungarian enterprise which has a determining role in the Hungarian food industry. The results are based on the question framework of the expert interviews.

The history of family-owned firms shows that in order to maintain appropriate business succession activity the family management has to plan in advance. Passing the baton to the next generation successfully is a complex and long-term family management role and it has strategic importance. To ensure business continuity, the successor has to take over the business and operate it well. That is why the sharing of knowledge, the innovation performance and the best practice are important parts of family company’s culture, and they consequently play an important part in the pass the baton project within family-owned firms.

This paper expands the knowledge about the succession of family businesses.

The purpose of this paper is to consider the factors affecting the success of succession planning in family businesses.

The study reports on a panel discussion in which the former chairman of the William Jackson Food Group describes the processes put in place to manage succession at this family firm and his own experience of handing over to his successor.

Once upon a time, saying that you were going into the family business marked the end of any career discussion. Now it’s just the beginning – interest in family firms has never been greater. Succession planning is a subject guaranteed to generate questions – everyone wants to know how to get it right. Fortunately, it’s an area where some are happy to share their experience.

The paper highlights the need for more longitudinal research on family firms.

This paper provides a practical guide to structures and processes that can facilitate succession planning in family firms.

It draws attention to the emotional and psychological impact of succession on the retiring individual and the need to create life structures to replace former business involvement.

This paper aims to present a frank discussion of the approach to succession planning taken by one family business and the broader research questions that it raises.

The ATF case is a succinct opportunity to explore the many special features of leadership succession for a family business. In 2009 the company was passing the baton to the oldest of three sons in the second-generation family business.

ATF produced metal and plastic fasteners for, primarily, the automotive industry. ATF had grown into a company with more than $50 million in annual revenues. The company had grown in large part through alliances with other family businesses around the world. First-generation patriarch Don Surber had led the company since he acquired it in 1982. Don was known for his charismatic leadership style and his focus on driving value through a network approach.

The case traces the career paths of all three sons and looks at the succession through the eyes of the oldest son, Jason Surber. The elements, constituents, and challenges of succession are evident. The fundamental insight is that business leadership succession is far more than just passing the business leadership baton. It also requires attention to the family, the board, the whole system of external stakeholders, and the future of ownership.

The epilogue in this note covers the period from 2009 to 2012 by describing what Jason did to earn credibility, to incorporate his brothers, and to define his personal leadership philosophy and style. The epilogue thus provides students with an opportunity to consider and define their own personal philosophy of management leadership and their own style. They will see the art of melding styles from the past with their own for the future.

This paper considers an undergraduate student's coming to, and use of, an ethnographic approach as a particularly appropriate way in which to investigate aspects of life in a British hospital school. Such schools occupy a liminal position with regard to education policy and provision. There is a paucity of research on hospital schools and particularly of the experiences and perceptions of teachers who work in them. This lack of research has implications for policy development. The paper therefore offers some rare insights into one of these schools. It also gives insights into how ethnography can challenge taken for granted assumptions.

An ethnographic participant observer approach was adopted.

This paper gives insights into how ethnography can challenge researchers' taken for granted assumptions as well as offering illustration of some aspects of life in schools.

Although there is an extensive literature on uses of ethnography, this approach has rarely been applied to hospital schools. The paper makes a small step towards addressing this lack.

The purpose of this chapter is to describe the climate and practice of undergraduate research in selected Science and Engineering departments at Southern University and A&M College in Baton Rouge (SUBR), Louisiana, from 1994 to 2014. We briefly recall the long tradition of undergraduate research participation and the accompanying mentoring at SUBR. The establishment of the Timbuktu Academy in 1990–1991, with funding from the National Science Foundation (NSF), followed two years of review of the literature in teaching, mentoring, and learning. The paradigm and Ten Strand Systemic Mentoring model of the Academy, with a major funding by the Department of the Navy, Office of Naval Research (ONR), have sustained a research-based and practice-verified creation of a highly supportive and challenging research eco-system for selected science, technology, engineering, and mathematics (STEM) undergraduate scholars, one that integrates seamlessly education and research.

This paper aims to create a connection between entrepreneurial learning and succession planning in family-owned businesses (FOB), and how they work together to improve a firm’s chances of survival beyond the founder within a Ghanaian context.

Through a phenomenological study, this work investigates succession planning processes in FOB, with the objective of developing a succession model suitable for the Ghanaian context. Using a constructivist perspective, six family businesses were studied, interviewing the founder, successor, family members, employees and customers therein.

Existing knowledge has been confirmed that succession is not a one-off event, but a process that takes place over time, requiring the buy-in of not just the founder and successor, but also other stakeholders, including the successor’s siblings and spouse (if any), whose support is imperative to the success of the process. This study reviewed and synthesised relevant research data into a conceptual framework.

This study can potentially inform the basis of a longitudinal study, using the developed framework to confirm its robustness. It can also inform further quantitative research to validate the generalisability of the framework.

The study contributes to FOB practice, the holistic succession model spanning the founder’s entry into the business, to the post-succession period, and incorporating contextual intervening variables such as polygamy, religion and systems of inheritance, while also contributing to theory by proposing a comprehensive succession process theory to enhance understanding of the process.

The study contributes increased understanding of the essential elements in the succession process in an African context, what appropriate measures can be implemented for effective succession outcomes, and how key stakeholders of the business can be effectively managed as part of overseeing the succession process for positive organisational outcomes.