The succession process factor named “Successor Skills and Attributes” and its related variables were identified in abundant research classes of 14 to 18 out of the 38 studies reviewed (table 2.8). Evidently, the successor is believed to be the other major element in any succession process (Acero & Alcalde, 2016; Benavides-Velasco et al.,
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2013; Emley, 1999; Fox et al., 1996; Garcia-Ramos et al., 2017; Heinrichs, 2014; Jaskiewicz et al., 2015; Miller & Le-Breton-Miller, 2014; Ward & Zsolnay, 2017), and thus, he is both in theory and practice regarded as the incumbent’s alternative personality (Bizri, 2016; Cater et al., 2016; Gilding et al., 2015; Gillinsky et al., 2008; Hnatek, 2015; Heinrichs, 2014; Maco et al., 2016; Rautamaki & Romer-Paakkanen, 2016).
Table 2.8: The Relative Frequency of Variables Related to the Successor Skills and Attributes
Succession Process Factors and Variables
Selected Studies for the
Review Most Typical- Supportive Articles Total (n=38) Total (%)
Successor Skills and Attributes #1/#2/#5/#7/#15/
#16/#22/#23/#24/ #25/#27/#28/#29/ #30/#31/#33/#34/
#36/#37/#38
Quality professional and social relationship with the incumbent
18 47
Motivation-willingness to join and serve the family business with commitment
18 47
Career opportunities and personal professional development
15 39
Academic, professional skills, and experience
16 42
Social skills 14 37
This factor is frequently distinguished by quality professional and social relationship with the incumbent (Benavides-Velasco et al., 2013; Cater et al., 2016; Heinrichs, 2014; Klein & Bell, 2007; Rossi et al., 2012) via the motivation and willingness to join and serve the family business with commitment (Acero & Alcalde, 2016; Hammond et al., 2016; Pavel, 2013; Poutziouris, 2001), through career opportunities and personal professional development (Barbera et al., 2015; Garcia-Ramos et al., 2017; Heinrichs, 2014; Klein & Bell, 2007), by means of academic and professional competencies (Huber et al., 2015; Lumpkin & Brigham, 2011; Rautamaki & Romer- Paakkanen, 2016; Ward & Zsolnay, 2017), and finally, by sound social skills (Chalus- Sauvannet et al., 2015; Fuentes-Lombardo et al., 2011; Hytti et al., 2016; Jaskiewicz et al. 2015; Miller & Le-Breton-Miller, 2014). Consequently, the most frequently cited variables that are closely associated to the successor skills and attributes are discussed below:
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Quality Professional and Social Relationship with the Incumbent
The primordial relationship between the successor and incumbent has been previously discussed. On this basis, a mutual role adjustment (Amadieu, 2013; Benavides- Velasco et al., 2013; Heinrichs, 2014) and true respect (Aronnoff & Ward, 2010; Heinrichs, 2014; Jaskiewicz et al., 2015) between the entrepreneur and his potential successor(s) is a practical guide of transferring leadership to the next generation with commitment and willingness (Benavides-Velasco et al., 2013; Fischetti, 1997; Gilding et al., 2015; Handler, 1990; Heinrichs, 2014; Rautamaki & Romer-Paakkanen, 2016). The literature review process has yet acknowledged successor motivation as a vital research variable to this extent (Acero & Alcalde, 2016; Amadieu, 2013; Barach & Gantisky; 1995; Benavides-Velasco et al., 2013; Bizri, 2016; Chua et al., 2003; Denison & Ward, 2004; Heinrichs, 2014; Jaskiewicz et al., 2015; Tagiuri & Davis, 1992). Likely, the successor motivation, as expressed by the full commitment and sound readiness to serve the family business with devotion (Cater et al., 2016; Garcia- Ramos et al., 2017; Heinrichs, 2014; Huber et al., 2015; Jaskiewicz et al., 2015; Maco et al., 2016; Miller & Le-Breton-Miller, 2014; Potts et al., 2001b; Rautamaki & Romer-Paakkanen, 2016; Sharma et al., 2001) is discussed in the following text.
Motivation-Willingness to Join and Serve the Family Business with
Commitment
Successor motivation was directly linked to the explicitly communicated commitment and willingness of being a fundamental part of the family firm, working with dedication and showing respect to the owning family (Amadieu, 2013; Barach & Gantisky, 1995; Benavides-Velasco et al., 2013; Chrisman et al., 1998; Heinrichs, 2014; Hytti et al., 2016; Le Breton-Miller et al., 2004; Potts et al., 2001b; Sharma et al., 2001; Rautamaki & Romer-Paakkanen, 2016). To this extent, the research findings of Aronnoff and Ward (2010), Benavides-Velasco et al. (2013), Heinrichs (2014), and Rautamaki and Romer-Paakkanen (2016) have explained a positive association between the motivation and the job satisfaction variables. This has been explicitly linked to the expected needs, remuneration prospect, recognition, and self esteem of the successor (Aronnoff & Ward, 2010; Benavides-Velasco et al., 2013; Hammond et al., 2016; Heinrichs, 2014; Rautamaki & Romer-Paakkanen, 2016).
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On this basis, the successor was seen as a true seeker of belonging identity (Brown, 2011; Heinrichs, 2014; Jaskiewicz et al., 2015; Maco et al., 2016; Rautamaki & Romer-Paakkanen, 2016; Sharma, 2005); a seeker of that positive feeling of being a true contributor to the family venture (Fuentes-Lombardo et al., 2011; Heinrichs, 2014; Miller & Le-Breton-Miller, 2014). The latter fundamentals were reported as particularly vital elements to any succession process (Carr et al., 2016; Chua et al., 2003; Denison & Ward, 2004; Handler, 1992; Heinrichs, 2014; Jaskiewicz et al., 2015; Le Breton-Miller et al., 2004; Maco et al., 2016; Miller & Le-Breton-Miller, 2014; Rautamaki & Romer-Paakkanen, 2016; Ward & Zsolnay, 2017).
Career Opportunities and Personal Professional Development
In relation to the elemental variable of successor carreer opportunities and personal professional development, Acero and Alcalde (2016), Benavides-Velasco et al. (2013), Heinrichs (2014), and Thach and Kidwell (2009) all made it explicitely clear that the more the prospects for advancement, the more likely the succession process will be effective. Without a doubt, it was believed that satisfied successors (Hnatek, 2015; Heinrichs, 2014; Rautamaki & Romer-Paakkanen, 2016; Stanley, 2010) tend to be more interested and personally involved (Chua et al., 2003; Heinrichs, 2014; Maco et al., 2016), feel more excited and satisfied (Barach & Gantisky, 1995; Heinrichs, 2014; Miller & Le-Breton-Miller, 2014), and generally perform effectively in this regard (Chalus-Sauvannet et al., 2015; Handler, 1990; Heinrichs, 2014; Jaskiewicz et al., 2015; Maco et al., 2016; Miller & Le-Breton-Miller, 2014).
Academic, Professional Skills and Experience
Thematic analysis of the literature reviewed suggested that a package of knowledge consisting of academic, professional and social skills, as well as of a wide-ranging experience within the family business is not only more apt to succeed, but is equally helpful for the successor to earn credibility and respect within the family organization (Barbera et al., 2015; Data & Guthrie, 1994; Data & Rajagopalan; 1998; Hall, 1996; Heinrichs, 2014; Smith & White, 1987; Wiersema, 1992). The curriculum vitae variable was, therefore, very associated to the outcome of effective succession (Acero & Alcalde, 2016; Barach et al. 1998, 1995; Benavides-Velasco et al., 2013; Chrisman et al., 1998; Garcia-Ramos et al., 2017; Heinrichs, 2014; Huber et al., 2015; Jaskiewicz et al., 2015; Le Breton-Miller et al., 2004; Potts, 2001b; Ward & Zsolnay, 2017; Woodfield, 2010).
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Family businesses as true human organizational settings depend greatly on the relevant individual interaction and activity (Benavides-Velasco et al., 2013; Garcia- Ramos et al., 2017; Heinrichs, 2014; Jaskiewicz et al., 2015; Maco et al., 2016; Miller & Le-Breton-Miller, 2014; Woodfield, 2010; Wright & Kellermanss, 2011). Successor social skills and behaviour (Benavides-Velasco et al., 2013; Covey, 2004; Heinrichs, 2014), long term orientation (Garcia-Ramos et al., 2017; Heinrichs, 2014; Kyne, 2015), intertemporal choices (Heinrichs, 2014; Jaskiewicz et al., 2015; Miller & Le-Breton-Miller, 2014; Lumpkin & Brigham, 2011), socio-emotional implications (Carr et al., 2016; Heinrichs, 2014; Jaskiewicz et al., 2015; Maco et al., 2016; Stanley, 2010), and cultural consequences (Benavides-Velasco et al., 2013; Heinrichs, 2014; Hofstede, 2001; Miller & Le-Breton-Miller, 2014), could positively or negatively influence the functioning of succession in a certain family business. Among other social skills and attributes, it was identified that leadership, as articulated by the decision-making ability, efficient willingness to delegate, and advanced communication capability have the foremost importance for the entire process (Benavides-Velasco et al., 2013; Chrisman et al., 1998; Dahlstrom & Ingram, 2003; Data & Rajagopalan; 1998; Hnatek, 2015; Heinrichs, 2014; Jaskiewicz et al., 2015; Maco et al., 2016; Miller & Le-Breton-Miller, 2014; Potts et al., 2001b; Ward, 1987). In the light of the best available research information, taken from the systematic literature review on “Successor Skills and Attributes”, the following hypothesis with a negative rationale (Popper, 1994) is proposed as the basis for further empirical investigation in the Cypriot family wineries:
SH2: In the organizational context of family wineries in Cyprus, succession effectiveness is not related to a set of process factors relative to the successor skills and attributes.