Motivating Next-generation Family Business Members to Act Entrepreneurially: a Role Identity Perspective

In family business, transgenerational entrepreneurship is an essential component for successful succession that tends to decline over generations. Research gaps still exist, however, on the process through which it is transmitted to the next generation. Drawing on an identity theoretical rationale, we explore the facilitating conditions that allow entrepreneurial behavior to occur among next-generation family members in family firms. Using a qualitative study of an exemplary family business, the findings suggest that the family intergenerational cohesion fosters four strategic actions that enable the development of entrepreneurial role identities of the next generation-reducing founder centrality, satisfying exploration needs, promoting individuality, and providing experiential learning. These role identities subsequently motivate the next generation to pursue entrepreneurial opportunities.