Document Type

Article

Disciplines

5.2 ECONOMICS AND BUSINESS, Business and Management.

Publication Details

https://www.emerald.com/insight/content/doi/10.1108/IJGE-12-2022-0221/full/html

DOI 10.1108/IJGE-12-2022-0221

Abstract

Purpose – The purpose of this paper is to examine the identity work undertaken by female next generation to navigate (in)visibility in family businesses with male successors. To enhance understanding of gendered identity work in family businesses, the authors offer important insights into how female next generation use (in)visibility to establish legitimacy and exercise power and humility in partnership with male next generation in their family business. Design/methodology/approach – This empirical qualitative paper draws upon in-depth interviews with 14 next generation female leaders. Findings – This study offers a model to show how female next generation establish their legitimacy amongst male next generation in power via a careful balancing act between vying for visibility (trouble) and forgoing visibility (exclusion). These female next generation gained acceptance by endorsing their own leadership identity and exercising humility in partnership or by endorsing their brother’s leadership identity and exercising power in partnership. Practical implications – This study highlights the need for the incumbent generation to prepare successors, regardless of gender, via equal opportunities for business exposure and leadership preparation. This study also shows that vocalizing female-centric issues and highlighting hidden power imbalances should be led by the entire management team and not simply delegated to a “family woman” in the management team to spearhead. Originality/value – This study advances understanding of gender dynamics and identity in the family business literature by identifying specific strategies utilized by female next generation to navigate (in)visibility in family businesses with male successors.

DOI

https://doi.org/10.1108/IJGE-12-2022-0221

Funder

The authors gratefully acknowledge the funding of this research by the Irish Research Council Enterprise Partnership Scheme Postgraduate Scholarship 2017 in conjunction with PwC Ireland.

Creative Commons License

Creative Commons Attribution-Share Alike 4.0 International License
This work is licensed under a Creative Commons Attribution-Share Alike 4.0 International License.

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