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Fellowship Description

Research program title

Business family transitions: Entrepreneurship and asset allocation within and beyond the family firm

Reference number

1029

Supervisor

Program description

Millions of aging North American business owners are expected to transfer ownership and control of their firms in the next decade. These transfers are typically viewed through the lens of family business succession. Yet, succession involves the transfer of financial as well as business assets and the sale of firms when there are no family successors has the potential to generate tremendous family wealth. We are looking to study these business families. 

Business families are late-generation corporate/family constructions that have reallocated their accumulated capital beyond the founding firm into new commercial and industrial ventures through vehicles such as commercial trusts, family offices, foundations, holding companies, and diversified business groups. While the literature has established that late-generation BFs gradually liquidate their ownership positions in a founding firm the literature largely ignores how assets are reallocated and the roles of family and third-party agents in managing them. 

In this research program, the post-doc will be involved in investigating a ‘rationalized business family transitions’ hypothesis identifying actors and processes that moderate emotional and dysfunctional tendencies in family firms, which the conventional literature has established are harmful to their survival and performance.

Academic qualifications required

  • PhD in Strategy, Organization Theory, Entrepreneurship, or related fields with experience in data analysis.
  • The post-doc’s primary responsibility is to support and conduct statistical analysis of quantitative data to develop dissemination outputs including practitioner-focused and academic contributions. The position offers opportunities to engage with and develop original, high-quality research.
  • Work both collaboratively and independently.
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