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Intergenerational Leadership Practices in African Family Firms: A Bibliometric Analysis

Intergenerational Leadership Practices in African Family Firms: A Bibliometric Analysis

Munyaradzi Chagwesha, Tonderai K. Nyamwanza
Copyright: © 2022 |Volume: 9 |Issue: 1 |Pages: 13
ISSN: 2327-7483|EISSN: 2327-7491|EISBN13: 9781683182931|DOI: 10.4018/IJAMSE.312850
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MLA

Chagwesha, Munyaradzi, and Tonderai K. Nyamwanza. "Intergenerational Leadership Practices in African Family Firms: A Bibliometric Analysis." IJAMSE vol.9, no.1 2022: pp.1-13. http://doi.org/10.4018/IJAMSE.312850

APA

Chagwesha, M. & Nyamwanza, T. K. (2022). Intergenerational Leadership Practices in African Family Firms: A Bibliometric Analysis. International Journal of Applied Management Sciences and Engineering (IJAMSE), 9(1), 1-13. http://doi.org/10.4018/IJAMSE.312850

Chicago

Chagwesha, Munyaradzi, and Tonderai K. Nyamwanza. "Intergenerational Leadership Practices in African Family Firms: A Bibliometric Analysis," International Journal of Applied Management Sciences and Engineering (IJAMSE) 9, no.1: 1-13. http://doi.org/10.4018/IJAMSE.312850

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Abstract

The overall aim of this study was to review the publications on intergenerational leadership practices adopted by leaders in African family businesses in an effort to identify literature gaps. Scientific publications published in the field of leadership practices in family businesses were examined. With the help of VOSviewer, 101 publications from the Scopus database were analyzed to give a clear picture of literature reviewed. The major focus of this paper was on citation of authors, bibliographic coupling of country, and co-occurrence of key terms. The results highlighted that Redu Lefebvre, M. and Lefebvre, V. were the most cited authors in the field. Also, most of the studies were carried out in United States of America, United Kingdom, Canada, and Italy, respectively. Lastly, the most studied concepts that are closely related to the current study are family business, family firms, leadership, and succession. Thus, the authors concluded that intergenerational leadership practices in family businesses have not been thoroughly reviewed especially in African contexts.

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