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dc.contributor.advisorPage, Steve
dc.contributor.authorOzdemir, Ozlem*
dc.date.accessioned2017-05-15T11:27:02Z
dc.date.available2017-05-15T11:27:02Z
dc.date.issued2017-02
dc.identifier.citationOzdemir, O. (2017). An Examination of Daughter Succession in Turkish Family Owned Businesses: Gendered Norms, Cultural Influence and Leadership Challenges. (Doctoral dissertation). University of Chester, United Kingdom.
dc.identifier.urihttp://hdl.handle.net/10034/620503
dc.description.abstractSuccession planning and successor selection is a key theme in the FOB (Family Owned Business) literature. To enable the business to continue, FOB owner needs to decide who will be the next leader before resigning. Although the succession process is one of the most researched areas within the family business field, studies have mostly focused only on incumbent or successor viewpoints. However, the purpose of this study is to fill the gap and offers a different perspective on daughters’ succession by analysing owner, successor, and employee points of view. This dissertation aims to identify cultural patterns, and how factors based on different cultural patterns influence the daughter succession process in Turkish family businesses. Additionally, aim to reach novel insights regarding women entrepreneurs in Turkish FOBs, particularly how they gain business leadership positions, and the explicit and implicit factors determining the succession process. The research is grounded in the multidimensional model of succession process in family business theory, which has been expanded to include interactive and collaborative action, by addressing the family business cultural effects associated with stewardship theory. The adoption for this study of an epistemological interpretivist philosophy within a social constructivist perspective is justified. Data was collected from in-depth, semi-structured interviews with 20 FOB owners and daughters, and surveys of 252 FOB employees to obtain information on their perspectives about selecting daughters as FOB successors.
dc.language.isoenen
dc.publisherUniversity of Chester
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectBusiness
dc.subjectGendered norms
dc.subjectLeadership
dc.subjectSuccession
dc.titleAn Examination of Daughter Succession in Turkish Family Owned Businesses: Gendered Norms, Cultural Influence and Leadership Challenges
dc.typeThesis or dissertation
dc.rights.embargodate2018-05-03
dc.type.qualificationnamePhDen
dc.rights.embargoreasonFuture publication of the thesis is planneden
dc.type.qualificationlevelDoctoralen
html.description.abstractSuccession planning and successor selection is a key theme in the FOB (Family Owned Business) literature. To enable the business to continue, FOB owner needs to decide who will be the next leader before resigning. Although the succession process is one of the most researched areas within the family business field, studies have mostly focused only on incumbent or successor viewpoints. However, the purpose of this study is to fill the gap and offers a different perspective on daughters’ succession by analysing owner, successor, and employee points of view. This dissertation aims to identify cultural patterns, and how factors based on different cultural patterns influence the daughter succession process in Turkish family businesses. Additionally, aim to reach novel insights regarding women entrepreneurs in Turkish FOBs, particularly how they gain business leadership positions, and the explicit and implicit factors determining the succession process. The research is grounded in the multidimensional model of succession process in family business theory, which has been expanded to include interactive and collaborative action, by addressing the family business cultural effects associated with stewardship theory. The adoption for this study of an epistemological interpretivist philosophy within a social constructivist perspective is justified. Data was collected from in-depth, semi-structured interviews with 20 FOB owners and daughters, and surveys of 252 FOB employees to obtain information on their perspectives about selecting daughters as FOB successors.


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