Play and playfulness in organizations. Exploring post-succession role transitions through family day play dynamics

This doctoral research makes several novel contributions to the field of organizational behavior, particularly in the context of family businesses and their succession processes. The study explores the multifaceted role of play and playfulness within organizational settings, providing new insights into the dynamics of organizational life and the critical transitions in family-owned enterprises. The first significant contribution is the theoretical synthesis and reorganization of the literature on organizational play. By addressing definitional challenges and introducing an integrated model of organizational play, this research bridges instrumental, ontological, praxeological, and systems-psychodynamic perspectives. This comprehensive model enhances our understanding of play as a complex, interdisciplinary phenomenon within organizational contexts, laying the groundwork for future research in this area. The second contribution lies in the exploration of the relationship between play and time within organizations. The study contrasts structured and spontaneous time, examining how play and work processes intersect temporally. By introducing the concepts of Kronos and Kairos, the research elucidates the deep-rooted belief systems that influence the role of play in the workplace. This temporal analysis provides a novel perspective on how play can enhance work experiences and organizational life. The third major contribution is the empirical investigation of play during the post-succession phase in family businesses. By focusing on Family Day ceremonies, the study reveals how play facilitates the negotiation of new roles and identities for successors and predecessors. This research highlights the importance of play as a critical space for role adaptation, ensuring smoother transitions and enhanced organizational continuity. The findings challenge traditional models of succession by emphasizing the ongoing influence of previous role structures and the need for a more nuanced understanding of power transitions. This research also offers practical implications for family business governance. It proposes that both family and non-family stakeholders can leverage play during corporate ceremonies to influence succession outcomes positively. The strategic consideration of play and ceremonies can support the renewal of personal bonds between predecessors and the business, fostering a supportive environment for new leaders. Additionally, the study underscores the potential of visual representation in business governance, suggesting that visual data from ceremonies can provide valuable insights into organizational dynamics and role transitions. The study formulates six propositions that guide future research directions: • The development of family businesses may be complemented by the evolution of ceremonies, defining specific ceremonial roles for key stakeholders. • Both family and non-family stakeholders can influence succession outcomes through the visual dimension of company ceremonies. • Spontaneous play behavior in ceremonial contexts can support the renewal of personal bonds and enhance organizational continuity. • Strategic consideration of ceremonies can create transformative spaces for play, impacting the role transition process. • Play at the family level during corporate ceremonies can influence the business system level. • Ceremonial and formal organizational roles of top management may undergo distinct but parallel transitions that interact and affect each other. In conclusion, this research provides a comprehensive and nuanced understanding of the role of play in organizational settings, particularly within family businesses. It highlights the importance of play in facilitating role transitions, fostering innovation, and enhancing organizational culture. The findings offer valuable insights for both researchers and practitioners, contributing to the advancement of knowledge and the development of effective management practices in family-owned enterprises.

Name dc:type.qualificationname

phd

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

Budapesti Corvinus Egyetem

Year dc:date.issued

2025

Author dc:creator

• Tóth, Rita

• Vállalati vezetés és politika

Language dc:language

en, hu