Table 2 Synoptic representation of the... | Emerald Publishing

Table 2

Synoptic representation of the case study evidence

Investigated features	Main findings (factors hindering business succession planning)	Companies presenting this evidence (companies listed by letter references defined in Table 1)
Shared attitudes of the involved generations towards business transmission planning	Shared desire for business continuity, but different opinions about how to manage the founders' role after succession	All, with the exception of firm J
	Avoidance of intergenerational conflict as far as possible	All
	Systematic procrastination of business succession to an uncertain future	All, with the exception of firm C
Cultural, value and social factors influencing the attitudes towards business transmission planning	Shared ethical dimension: strong commitment to the business continuity, but at the same time conflicts with the personal aspirations of the next generation	Firms C, E, F, H and J
	If the daughter is involved, the attitude is influenced by gender stereotypes	Firms A, H, I, J
Shared perceived efficacy of the next generations towards business transmission	Disagreement on the level of effectiveness and competence of the next generation	All, with the exception of firms D and J
	The sons often declared a high self-efficacy level, in comparison with the daughters	All, with the exception of B and G
	Nothing is done to encourage the development of the sense of self-efficacy: neither mentoring nor vicarious experiences	Firms A, C, F, I

Investigated features	Main findings (factors hindering business succession planning)	Companies presenting this evidence (companies listed by letter references defined in Table 1)
Shared attitudes of the involved generations towards business transmission planning	Shared desire for business continuity, but different opinions about how to manage the founders' role after succession	All, with the exception of firm J
	Avoidance of intergenerational conflict as far as possible	All
	Systematic procrastination of business succession to an uncertain future	All, with the exception of firm C
Cultural, value and social factors influencing the attitudes towards business transmission planning	Shared ethical dimension: strong commitment to the business continuity, but at the same time conflicts with the personal aspirations of the next generation	Firms C, E, F, H and J
	If the daughter is involved, the attitude is influenced by gender stereotypes	Firms A, H, I, J
Shared perceived efficacy of the next generations towards business transmission	Disagreement on the level of effectiveness and competence of the next generation	All, with the exception of firms D and J
	The sons often declared a high self-efficacy level, in comparison with the daughters	All, with the exception of B and G
	Nothing is done to encourage the development of the sense of self-efficacy: neither mentoring nor vicarious experiences	Firms A, C, F, I