Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | School of Hotel and Tourism Management | en_US |
| dc.contributor.advisor | King, Brian (SHTM) | en_US |
| dc.contributor.advisor | Tung, Vincent (SHTM) | en_US |
| dc.creator | Ledesma, Nicole Nina Hao Bian | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/14252 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | en_US |
| dc.rights | All rights reserved | en_US |
| dc.title | The transference of socioemotional wealth in family firm succession : a multiple case study of family-owned hotels | en_US |
| dcterms.abstract | Globally, family businesses dominate the hospitality and tourism industry. In comparison with their non-family counterparts, they are characterized by their pursuit of socioemotional wealth (SEW), that is their primary motivation that influence their strategic behaviors. These non-financial goals are derived from the family's control and influence over the business, social and emotional relationships with stakeholders and a desire for dynastic succession (Berrone et al., 2012). Deeply rooted in the family's shared traditions and relationships, this gives the family joy, identity, security and meaning in life. Consequently, this gives family-owned hotels a unique character enabling them to offer more personalized, experiential and meaningful travel experiences. Despite this, family-owned hotels are faced with issues of transgenerational continuity where the family legacy is not successfully passed on to the next generation. Previous literature in family tourism business is disproportionate to its evident global impact and existing knowledge in family business succession have also overlooked the transference of the family's SEW. | en_US |
| dcterms.abstract | Addressing this gap, the current study aims to gain an in-depth understanding of family business organizational members' SEW related experiences. Through a multiple-case study approach consisting of interview and document evidences from family-owned hotels in Davao City, Philippines, this study answers the research question: "How family and non-family managers in family-owned hotels describe their experiences in transferring socioemotional wealth during succession?". This study gathered family and non-family managers' insights on their SEW experiences and their actions and challenges in transferring SEW during succession. Taking a qualitative approach, data were analyzed through a coding process and a thematic analysis followed by specific case study research analytical techniques. | en_US |
| dcterms.abstract | The study revealed that both family and non-family managers' share SEW experiences as manifested by the FIBER dimensions of Berrone et al. (2012). These shared experiences through formal and informal interactions accumulate over time and resonate even to external stakeholders such as guests, suppliers and the larger community. Their experiences in transferring SEW during succession can be summarized in 8 themes: Gradual transfer of control and influence, knowledge transfer, shared experiences, communication, respectful relationships, debt of gratitude, faith and religious beliefs and; honoring a legacy and having a strategic outlook. Based on this, a succession framework focusing on the transference of SEW is proposed. The framework highlights the active role of family and non-family managers in the gradual transfer of SEW through social interactions, communication, knowledge, values, relationships, artefacts and legacy building. The framework depicts the preservation of SEW as a continuous loop of building and rebuilding as family and non-family managers engage and contribute SEW across generations. | en_US |
| dcterms.abstract | The study makes key academic contributions. First, it emphasized the transference of SEW and the role of non-family managers. Second, it presented new insights of the SEW experiences of family managers/owners. The study also presented several practical insights to preserve SEW such as cultivating an organizational culture anchored on the family's core values, immersing the successor generation with the business early on and engaging both family and non-family managers to build relationships and appreciate the family's core being. | en_US |
| dcterms.extent | x, 126 pages : color illustrations | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2025 | en_US |
| dcterms.educationalLevel | DHTM | en_US |
| dcterms.educationalLevel | All Doctorate | en_US |
| dcterms.LCSH | Family-owned business enterprises -- Succession | en_US |
| dcterms.LCSH | Family-owned business enterprises -- Management | en_US |
| dcterms.LCSH | Hotel management | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 8703.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.07 MB | Adobe PDF | View/Open |
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