“You too, Brutus!” How to make strategic regeneration accepted during family succession (notice n° 715587)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 01126cam a2200169 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250122192240.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Yezza, Hedi |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | “You too, Brutus!” How to make strategic regeneration accepted during family succession |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2020.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 34 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | During family succession, a phase of joint leadership is frequently observed, in which the successor and his or her predecessor share responsibilities. This phase allows the successor to propose changes in the strategic orientation and management methods of the family business. But is it easy to get these choices accepted when they may go against previous decisions? Conflicts are possible between the predecessor—who favors a certain level of stability—and the successor—who wishes to regenerate the company. How are such situations managed? |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Chabaud, Didier |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Entreprendre & Innover | o 44 | 1 | 2020-05-05 | p. 8-15 | 2034-7634 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-entreprendre-et-innover-2020-1-page-8?lang=en&redirect-ssocas=7080">https://shs.cairn.info/journal-entreprendre-et-innover-2020-1-page-8?lang=en&redirect-ssocas=7080</a> |
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