The majority of global problems and organizational challenges are byproducts of poor human attitude and behavior. Inability to master rapid changes often leads to managerial inefficiently and inadequate business performance. Now, the corporate management can benefit from a practical three-step methodology when dealing with human behavior and related attitudinal change. It includes the typology of change, the vectoral model, and the transformation design framework containing eight practical tools. The novel methodology unifies knowledge about designing effective startegies for business acceleration across continents. It explains how disruptive innovations can go beyond limitations of traditional organizational designs and outdated motivational tools.
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The existing literature on the legitimacy of daughters in the succession process of family businesses tends to separate the analysis between, on the one hand, the role of successor daughters and, on the other hand, the networks that activate and validate their legitimacy. This separation sustains a dualism in the conceptualization of relationships between successor daughters and the various stakeholders. This study addresses this gap by drawing on Strong Structuration Theory and the analysis of five cases of successor daughters. The results highlight that the social legitimacy of successor daughters in family businesses is the result of a continuous interaction between individual agency and social structures, within a logic of duality. It proposes a conceptualization of legitimacy as a dynamic process of social co-construction. The study reveals the interdependence between personal legitimacy and entrepreneurial legitimacy, which mutually reinforce each other through intertwined structuration cycles. This articulation contributes to the progressive co-construction of social legitimacy, emphasizing its evolving and adaptive nature.
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