Keberhasilan Transfer Pengetahuan dalam Suksesi Kepemimpinan melalui Pembelajaran Intergenerasional

Fransisca Desiana Pranatasari


Succession process of the next family business generation becomes an interesting phenomenon to be developed together with the process of adapting organizational knowledge. Organizational knowledge transfer is a difficult process in leadership succession. There are many factors that must be prepared in advance so that the business can achieve sustainability. This study uses a qualitative approach through in-depth interviews with several generations of successors in family businesses in Yogyakarta whose business scale is relatively the same. Triangulation of sources and member checks are carried out to ensure the validity of the data from this study. The result is that intergenerational learning has an important role in the succession process of family business leadership. Knowledge transfer in family business succession through intergenerational learning will facilitate the next generation in the process of adaptation to continue the previous leadership



Succession; Knowledge Transfer; Family Business; Intergenerational Learning

Full Text:



Alonso, A.D., & Kok, S. (2018). Adapting through learning and knowledge acquisition: the cases of four global family firms. Journal of Family Business Management, 8(3), 274-292.

Basly, S. (2005), “Internationalisation of family firms in a knowledge-based view”, paper presented at the EIASM Workshop on Family Firm Management Research, Jönköping International Business School, Jönköping, 1(1), 9-11.

Blome, C., Schoenherr, T. and Eckstein, D. (2014), “The impact of knowledge transfer and complexityon supply chain flexibility: a knowledge-based view”, International Journal of Production Economics, 147 (Part B), 307-316.

Boyd, B. and Royer, S. (2012), “The suitability of internal versus external successors: relevant knowledge types in family business succession”, International Journal of Management Practice, 5 (4), 361-382.

Bungin, B. (2012). Penelitian Kualitatif. Jakarta: Kencana Prenada Media Group.

Campbell, N. D., Heriot, K. H., & Welsh, D. H. (2007). The black box: Unraveling family business succession. New England Journal of Entrepreneurship, 10(2), 9-14.

Chirico, F. and Salvato, C. (2008), “Knowledge integration and dynamic organizational adaptation in family firms”, Family Business Review, 21 (2), 169-181.

Gabriel, A., & Bitsch, V. (2019). Impacts of succession in family business: A systemic approach for understanding dynamic effects in horticultural retail companies in Germany. Journal of Small Business and Enterprise Development, 26(3), 304-324.

Morris, M. H., Williams, R. W., & Nel, D. (1996). Factors influencing family business succession. International Journal of Entrepreneurial Behavior & Research, 2(3), 68-81.

Sonfield, M. C., & Lussier, R. N. (2008). The influence of family business size on management activities, styles and characteristics. New England Journal of Entrepreneurship, 11(2), 47-56.

Zehrer, A., & Leiß, G. (2019). Family entrepreneurial resilience–an intergenerational learning approach. Journal of Family Business Management, 9 (1), 54-78



  • There are currently no refbacks.

Copyright (c) 2022 Business Management Journal

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.


Lantai 3, Ruang Akademik Program Studi Manajemen - Universitas Bunda Mulia
Jl. Lodan Raya No. 2, Ancol – Jakarta Utara 14430, Indonesia
Telp: +62 21 692 9090 ext.1364