Adopting 1.5 model of family business succession in Taiwan

Succession is a challenging issue for family business survival. This article focuses on one aspect of succession in family business by investigating non-family successors who lead family business succession. By selecting family firms in Taiwan as case studies, we investigate the involvement, role, and identity of non-family successors managing family business succession, how they engage with other stakeholders influenced by social/cultural norms, and what factors influence the transition with possible different outcomes. A conceptual model is presented that outlines family succession managed by non-family members.