Knowledge transfer in family businesses and its effects on the innovativeness of the next family generation

Processes of transferring, interacting, sharing and converting knowledge are of crucial importance in any firm due to their influence on innovations. These processes are especially challenging during the family business succession. A theory‐building qualitative study was undertaken to extend our understanding of the dynamics of the knowledge transfer process and its effects on the successor’s innovativeness. The findings of the in‐depth analysis of 10 family SMEs show that tacit knowledge transferred from a founder to a successor is important but not sufficient for enhancing the successor’s innovativeness. It should be combined with the knowledge gained outside the family business. Several propositions were developed that provide basis for future confirmatory research and have implications for practice by providing useful findings to key stakeholders in family businesses as well as to professionals dealing with innovativenness, knowledge transfer and creation in family businesses.