Att ta över pappas bolag : En studie av affärsförbindelser som triadtransformationer under generationsskiften i familjeföretag

Sammanfattning: The family firm sector is volatile due to for example challenges associated with management and ownership succession. Family businesses in Sweden, as well as globally, make an important part of the economy. It is well known that successions are critical transition processes for these firms. While this problem has been approached mainly as an internal managerial or financial challenge, this dissertation discusses the social dimensions of how successors transform family firms and especially personal networks during successions. Triads are used to create understanding for succession processes; the successor and the C.E.O. always contribute to triads. The third (wo)man is another family member, a co-worker, or an external actor, frequently a customer. To make sense out of the triad, one must understand the individuals and their relations. Particularly the relation between the C.E.O. and the successor is being analyzed. Further internal and external relations and how they are being transferred and transformed in a triadic context during successions provide a context for the triads and are considered as well.Accounts from four Swedish manufacturing family firms and their business partners show that the C.E.O.’s personal network infiltrates the environment, both internally and externally, and that the successor must earn trustworthiness to be able to transform the companies and the C.E.O.’s network. The trustworthiness seems to be easier to create on an external arena where the C.E.O. is not present. On that arena the successors can build their own platforms from where they can conquer other relations. It appears that the successor first has to show capability of creating their own external business relations before they can transform the existing internal and external network. Successors should also focus on working, for the family business, in new projects that contribute a new competence to the firm. When a family business is transformed identity development is crucial. The “child” must change its identity from being the next generation to be an obvious C.E.O. on own merits.Keywords: family business, succession, trust, relation, triad, network, identity