Department of Conflict Resolution Studies Theses and Dissertations

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Date of Award

2025

Document Type

Dissertation - NSU Access Only

Degree Name

Doctor of Philosophy

Department

Halmos College of Arts and Sciences - Department of Conflict Resolution Studies

First Advisor

Neil Katz

Second Advisor

Judith McKay

Third Advisor

Terry Savage

Keywords

emotional legacies, family business succession, family dynamics, Family Systems Theory, family-owned businesses, generational differences, identity conflicts, incumbents, intergenerational leadership transitions, leadership succession, leadership transitions, legitimacy concerns, lived experiences, Mannheim’s Theory of Generations, organizational contexts, Pondy’s conflict process model, relational complexities, Realistic Conflict Theory, role ambiguity, Role Theory, Saint Lucia, succession planning, successors, value conflicts

Abstract

This study explored the lived experiences of successors and incumbents in family-owned businesses in Saint Lucia during intergenerational leadership transitions. Although extensive literature exists on family business succession, much of it emphasizes strategic or structural aspects, often overlooking personal, relational, and emotional dimensions of the transition. To address this gap, the study employed Interpretive Phenomenological Analysis (IPA) to explore how individuals interpret their roles, identities, and conflicts during leadership transfers. Twelve participants, including six successors and six incumbents—from diverse family backgrounds were interviewed. The findings indicated that succession is more than a procedural handover; it is a psychologically and socially rooted process shaped by emotional legacies, role ambiguity, intergenerational value conflicts, and unresolved family dynamics. Successors frequently experienced identity conflicts and legitimacy concerns, while incumbents struggled to relinquish control due to strong emotional ties to the business. Generational differences in leadership styles and work values further complicated the transition. These experiences were analyzed through Role Theory, Family Systems Theory, Pondy’s conflict process model, Mannheim’s Theory of Generations, and Realistic Conflict Theory. The analysis showed that conflict arises not only from strategic misalignment but also from identity threats and symbolic competition for influence and recognition. This research contributes to the family business literature by emphasizing the emotional and relational complexities of succession and providing practical insights for more empathetic and sustainable transition planning. It also affirms the value of IPA in uncovering nuanced human experiences within organizational contexts.

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