Wang, YongWatkins, DavidHarris, NeilSpicer, Keith2008-05-192008-05-192004International Journal of Entrepreneurial Behaviour & Research, 10 (1/2): 59-841355255410.1108/13552550410521380http://hdl.handle.net/2436/26761Researchers widely argue that the most significant difference between family controlled and non-family business concerns the way in which executive succession occurs, and more specifically, unique aspects of the process of intergenerational family business transfer. The importance of this study is acknowledged by the fact that it offers researchers and practitioners empirical evidence that links succession issues and the state of performance in UK-based smalland medium-sized family businesses. The article commences with a review of the conceptual framework that relates to the critical factors influencing the succession process, followed by an introduction of the methodology. Then the article proceeds with a detailed statistical analysis based on a stratified randomly selected sample (169 small- and medium-sized family controlled businesses). In summary, the article concludes with a set of tentative recommendations. It is anticipated that this study will enable a deep debate of the issues surrounding the succession practice and raise a wide awareness of the critical factors shaping the ownership transition.enFamily firmsBusiness performanceSuccession planningJournal articleInternational Journal of Entrepreneurial Behaviour & Research