Post-succession strategic changes in unlisted French SMEs: a proposed typology based on the origin of the successor
While SMEs have been the subject of a great deal of research, few studies have proposed a typology of the strategic changes made following managerial succession. It is from this perspective that this article is written. Based on a survey of a sample of 86 French SMEs, this study shows that their str...
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| הוצא לאור ב: | URI:https://journals.openedition.org/fcs, |
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| Auteurs principaux: | , , |
| פורמט: | Article ou chapitre numérique |
| יצא לאור: |
Finance Contrôle Stratégie
2025
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| נושאים: | |
| גישה מקוונת: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| סיכום: | While SMEs have been the subject of a great deal of research, few studies have proposed a typology of the strategic changes made following managerial succession. It is from this perspective that this article is written. Based on a survey of a sample of 86 French SMEs, this study shows that their strategic changes are explained by the origin of the succession. A principal component analysis of the data reveals three distinct strategies. The first, whose decisions are based on prudence, is applied mainly by internal successors from the families of the sellers in family-run microenterprises. The second is based on improving existing products. This strategy is pursued by both external successors (individuals) and internal successors (former employees or family members) who run family or non-family SMEs. This strategy is more noticeable in small and medium-sized enterprises. Finally, a strategy that promotes innovation. It is mainly pursued by external successors (individuals) in medium-sized, family-run enterprises. |
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