This study aims to investigate how female successors manage knowledge transfer during generational transitions in family firms, examining the extent to which these processes influence the firms’ innovation orientation. Despite the growing attention to gender diversity in family business leadership, the mechanisms through which women handle knowledge management (KM) and drive strategic change remain empirically lacking in depth.
A qualitative research design was used, involving semi-structured interviews with successors from 15 Italian family businesses across manufacturing, agribusiness, retail and services sectors. The study adopts a comparative lens to analyze differences between male and female successors, focusing on the degree of formalization and the relational openness of knowledge transfer practices. Data were thematically coded and interpreted through a conceptual matrix distinguishing four knowledge transfer configurations.
The analysis shows distinct gender-related patterns in knowledge transfer. Female successors often adopt outward-oriented and hybrid approaches, integrating external resources such as executive education and professional networks. Their methods evolve from informal to structured, using digital tools and participatory governance and are linked to transformative innovation strategies. In contrast, male successors tend to favor internal, relationally embedded approaches focused on continuity, leading to incremental rather than radical innovation.
This research contributes by integrating insights on knowledge transfer and gendered leadership in family firms. It develops a conceptual matrix that helps clarify how female successors mobilize knowledge transfer as a strategic tool for innovation, thereby enriching existing debates and extending the understanding of succession processes.
