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Family business predecessor announced to staff that with his son, he is going to commence a succession process in the family firm. Two of the key employees rose and announced their intention to leave the company after the predecessor passed leadership of the firm to successor. In a firm with a total number of nine employees, such a
situation can p...
Contexts in source publication
Context 1
... (1985) maintained that employee reactions to change pass through four different stages, which include (1) disbelief and denial; (2) anger, rage, and resentment; (3) emotional bargaining beginning with anger and ending with depression; and finally (4) acceptance. His model is similar to Kübler-Ross' change curve (Figure 1). Kübler-Ross (1969) created her model by documenting the phases through which individuals pass when coping with trauma or serious/mortal illness. ...
Context 2
... an individual reacts to information about a change is a very personal issue, which is influenced by a person's values, life expectations and experiences, social ties and connections, etc. Information about change raises feelings and launches a need to process the effects of change. Small and positive change can be easier to accept and adapt than larger and negative change, especially if change and its implementation will produce positive emotions and shift of organisational commitment (Shin et al., 2012). Planned FBS can give employees time to accept and adapt to change, especially if s/he is allowed to join or follow the decision making process associated with the succession implementation. ...
Context 3
... (1985) maintained that employee reactions to change pass through four different stages, which include (1) disbelief and denial; (2) anger, rage, and resentment; (3) emotional bargaining beginning with anger and ending with depression; and finally (4) acceptance. His model is similar to Kübler-Ross' change curve (Figure 1). Kübler-Ross (1969) created her model by documenting the phases through which individuals pass when coping with trauma or serious/mortal illness. ...
Context 4
... an individual reacts to information about a change is a very personal issue, which is influenced by a person's values, life expectations and experiences, social ties and connections, etc. Information about change raises feelings and launches a need to process the effects of change. Small and positive change can be easier to accept and adapt than larger and negative change, especially if change and its implementation will produce positive emotions and shift of organisational commitment (Shin et al., 2012). Planned FBS can give employees time to accept and adapt to change, especially if s/he is allowed to join or follow the decision making process associated with the succession implementation. ...
