BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Vrije Universiteit Amsterdam//NONSGML v1.0//EN NAME:PhD defense R.E.M. Schwörer-Saemann METHOD:PUBLISH BEGIN:VEVENT DTSTART:20260908T094500 DTEND:20260908T111500 DTSTAMP:20260908T094500 UID:phd-defense-r-e-m-schworer-sae@8F96275E-9F55-4B3F-A143-836282E12573 CREATED:20260924T214743 LOCATION:Main building VU, 1105, Auditorium, De Boelelaan, 1081 HV, Amsterdam SUMMARY:PhD defense R.E.M. Schwörer-Saemann X-ALT-DESC;FMTTYPE=text/html:

Continuity and Chang e in Family Firms: The Role of Intrapreneurship, Family Dynamics, Emo tional Attachment, and Stewardship

Combating the c hallenges of succession in family firms

Family firms are the backbone of many economies, yet ensuring their continu ity across generations remains a major challenge, Rosalie Saemann’s research shows. Many family firms struggle to balance preserving the firm's legacy while adapting to changing circumstances.

In her dissertation Saemann, who lectures at Aalen University, inv estigates the mechanisms that shape continuity and change during fami ly firm succession. Specifically, she examines how intrapreneurship, family dynamics, emotional attachment and the stewardship of non-fami ly employees influence succession processes and outcomes.

“Ex isting research has primarily focused on succession outcomes, but les s is known about the mechanisms that shape the succession process. As succession failure rates remain high and many family firms face gene rational transitions, these new insights can help preserve businesses , jobs, and regional economies.”

‘Successful succes sion is about knowing what to preserve and what to change’

Saemann shows that successful family business succession depen ds on the interplay between  people, relationships, communicatio n and organizational practices. “Passing a business from one genera tion to the next requires more than selecting a successor or transfer ring ownership. It also depends on encouraging innovation, building t rust and cooperation within the family, managing emotional ties, and recognizing the valuable role of non-family employees.”

The r esearch demonstrates that continuity and change are not opposing forc es. “Family firms are most likely to succeed when they preserve the values and strengths that define the business while remaining open t o new ideas and ways of working.”

Recommendations

The thesis provides practical guidance for family busines s owners, successors, non-family employees, advisors and policymakers . It shows for instance that succession should be managed as a long-t erm process rather than a one-time transfer of ownership and leadersh ip. Family firms should prepare both successors and incumbent owners, helping them gradually transfer responsibility and redefine their ro le while supporting the next generation in shaping the firm's future.

More information on the thesis to follow.

DESCRIPTION: Continuity and Change in Family Firms: The Role of Intrap reneurship, Family Dynamics, Emotional Attachment, and Stewardship Combating the challenges of succession in family firms Family firms are the backbone of many economies, yet ensuring their continuity across generations remains a major challenge, Rosal ie Saemann’s research shows. Many family firms struggle to balance preserving the firm's legacy while adapting to changing circumstances .In her dissertation Saemann, who lectures at Aalen Universi ty, investigates the mechanisms that shape continuity and change duri ng family firm succession. Specifically, she examines how intrapreneu rship, family dynamics, emotional attachment and the stewardship of n on-family employees influence succession processes and outcomes.“Ex isting research has primarily focused on succession outcomes, but les s is known about the mechanisms that shape the succession process. As succession failure rates remain high and many family firms face gene rational transitions, these new insights can help preserve businesses , jobs, and regional economies.”‘Successful succession is about knowing what to preserve and what to change’Saemann shows that successful family business succession depends on the inte rplay between  people, relationships, communication and organiza tional practices. “Passing a business from one generation to the ne xt requires more than selecting a successor or transferring ownership . It also depends on encouraging innovation, building trust and coope ration within the family, managing emotional ties, and recognizing th e valuable role of non-family employees.”The research demonstrates that continuity and change are not opposing forces. “Family firms a re most likely to succeed when they preserve the values and strengths that define the business while remaining open to new ideas and ways of working.”RecommendationsThe thesis provides pra ctical guidance for family business owners, successors, non-family em ployees, advisors and policymakers. It shows for instance that succes sion should be managed as a long-term process rather than a one-time transfer of ownership and leadership. Family firms should prepare bot h successors and incumbent owners, helping them gradually transfer re sponsibility and redefine their role while supporting the next genera tion in shaping the firm's future.More information on the thesis to f ollow. END:VEVENT END:VCALENDAR