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Journal articles on the topic 'Family business development'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Santiago, Andrea L. "The Family in Family Business." Family Business Review 24, no. 4 (2011): 343–61. http://dx.doi.org/10.1177/0894486511419294.

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Research abounds on the nuances of family business, many comparing management, leadership, and performance of these businesses against those that are not influenced by family involvement. Although comparative studies eventually led to the development of family business definitions, the treatment of in-laws has been surreptitiously left out. In the family business, are in-laws family members, nonfamily members, or perennially in limbo? This article presents that the in-law position, at least in the Philippine setting, is precarious, necessitating a unique circle in Tagiuri and Davis’s three-circle model. The standards of treatment and the measurement of performance depend on which position the in-law occupies in that model. Knowing exactly where everyone fits into the model creates a better understanding of how one should behave for optimal family business experience.

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Czemiel-Grzybowska, Wioletta. "Entrepreneurial orientation in family firms – management and intercultural development." Journal of Intercultural Management 6, no. 4-1 (2014): 181–90. http://dx.doi.org/10.2478/joim-2014-0044.

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AbstractThis paper has taken an insight to the systemic models of family business from the open systems perspective. I focus on family business system models and on the subsystems content of family system and ownership system in family business context. The paper claim that the open system perspective on intercultural family businesses has both theoretical and empirical implications on family business research. Family businesses have many reasons, including family conflicts over money, nepotism leading to wrong management, and infighting over the succession of power from one generation to the other. Regulating the family’s roles as shareholders, board members, and managers is very important because it can help avoid these pitfalls. This paper will discuss the importance of the openness of the company through five the attributes of enduring family businesses: ownership, family, business and portfolio governance, wealth management, foundation. Dimension of attributes success have taken family business like five jewelers.

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Li Qi, Ratih Hurriyati, H Disman, and Mohammad Ali. "Research on the Influencing Factors of Chinese Family Business's Succession from the Perspective of Re-Creation." International Journal of Business and Society 22, no. 1 (2021): 146–60. http://dx.doi.org/10.33736/ijbs.3167.2021.

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Under the background of great changes in China's economic environment, a large number of small and medium-sized family businesses are in urgent need of transformation and upgrading that entering the channel of re-creation. For the family business, the successor signifies the future development direction and growth trend of the business. The inter-generational succession of the family business is a multistage evolution process influenced by many factors. In the specific succession practice of family businesses, the influence of the succession of family businesses is analyzed from the perspective of re-creation in combination with the actual situation. Based on the theory analysis on influencing factors of family business’s succession and the way of the questionnaire and factor analysis measure, the research had found and explained the major influencing factors of Chinese family business's succession, namely, relationship, successor, creator, re-creation, organization, environment. It provided a reference on the inter-generational succession of Chinese family businesses from the perspective of re-creation.

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Petrů, Naděžda, Andrea Tomášková, and Monika Krošláková. "Diversification of export territories of family businesses as a tool of their further development." Problems and Perspectives in Management 17, no. 3 (2019): 306–22. http://dx.doi.org/10.21511/ppm.17(3).2019.25.

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Family business is the largest global source of jobs in the private sector, whose multigenerational nature strengthens the stability of individual economies. A competitive small and medium-sized enterprise (SME) sector into which family businesses are classified is an essential prerequisite for the full-fledged integration of any economy into the global economic space. For the Czech economy, the importance of foreign trade is increasing, and is dependent on the capabilities of companies to expand to foreign markets. The goal of this article is to identify involvement of the generation of successors to export activities of family business, focusing on diversifying export territories in relation to structure of the industry A secondary goal is to discuss the demand mechanisms for SMEs/family business oriented toward export. The scientific hypotheses defined are focused on demonstrating a dependency between the diversification of export territories, the involvement of the generation of successors in the management of the company and structure of industry. Authors have demonstrated that family businesses managed by the first generation of founders export primarily to the territories of Slovakia, Germany, and the EU. Companies where the next generation contributes to management diversify territorial risk and also export outside the EU countries. A significant correlation was demonstrated between automotive industry and Germany, Slovakia and country outside the EU and mechanical engineering and country outside the EU. The uniqueness of this article lies in the topicality of the real transition of Czech family businesses to the next generation, which carries out foreign trade to promote the further development and sustainability of the family business for future generations.

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Miličković, Milosav, Alshibani Warda Muftah Shafee, and Miroslav Jevremović. "PORODIČNI BIZNIS KAO RAZVOJNA ŠANSA PRIVREDE SRBIJE." FBIM Transactions 9, no. 1 (2021): 81–87. http://dx.doi.org/10.12709/fbim.09.09.01.08.

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The family business contains certain specifics from the organizational form, financing, inheritance, risk, insurance, and others. Family business is very important because it represents a significant part of every national economy and directly affects the well-being and stability of the whole country, but there is still not enough developed awareness of its impact, so this kind of business is not sufficiently researched. That family business is not sufficiently researched is proved by the fact that in market economies there is not enough literature on this way of doing business, so stakeholders do not have insight into the opportunities it provides, as well as problems and risks that must be considered before starting a family business. The subject of this paper is precisely the origin, development, ideas, advantages, and disadvantages of the family business in general. The goal is to present this idea, which can enable a complete financial and organizational analysis of the business venture, ie what are the initial funds and what works need to be undertaken and performed to further develop the family business in Serbia and beyond.

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6

Le Heron, Richard. "The farm family business." Journal of Rural Studies 11, no. 2 (1995): 231–32. http://dx.doi.org/10.1016/0743-0167(95)90057-8.

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7

Agbim, Kenneth Chukwujioke. "Effect of Entrepreneurial Networks on Family Business Development: A Conceptual Consideration." International Journal of Small and Medium Enterprises 1, no. 2 (2018): 13–25. http://dx.doi.org/10.46281/ijsmes.v1i2.67.

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Family businesses are generally affected by resource constraints. These resource constraints are occasioned by the vagaries in the business environment. Consequently, budding and established family business entrepreneurs are now resorting to the acquisition and sharing of intangible resources as a strategy for achieving family business development. One type of resource that is increasingly being employed is entrepreneurial networks. In spite of the known supports entrepreneurial networks give to entrepreneurs at the different states of family business development, empirical evidences are still rear. Based on the foregoing, this study undertook a literature review and thereafter proposes that: the effect of family network on family business start-up is significant; the effect of intra-industry network on family business formalization is significant; the effect of professional network on family business professionalization is significant; the effect of extra-industry network on family business diversification is significant; the effect of social network on family business internationalization is significant; and the effect of intra-firm network on family business succession is significant. For family business development to be influenced by entrepreneurial networks, budding entrepreneurs, founder and/or descendant CEOs and employees of family businesses need to be actively involved in network relationships that encourage and facilitates resource acquisition and sharing. Moreover, an empirical study is recommended based on these propositions. This is to validate the propositions and to further add to the family business development and entrepreneurial networks literature.

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Fayzullayev, Sarvar. "Unique approach to Family Business: Uzbekistan case." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 2, no. 10 (2015): 37–47. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.210.1004.

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The new law of “Family Entrepreneurship” was introduced in the Republic of Uzbekistan on the 26th April, 2012. Enforcement of this law has brought many changes in the domain of entrepreneurship. The main aim of this article is to state opportunities created by this new law and to point out differences of this law in relation to the norms practiced in foreign countries. In order to achieve this goal, we used comparison method of in our study. The results of the study show that this newly-introduced law on “Family Entrepreneurship”puts the meaning of family business uniquely different from the one practiced in the world and it has had a huge positive impact on entrepreneurship in Uzbekistan. Article can be a good guidance for the policy makers of developing countries to come up with better policy instruments to trigger the development of entrepreneurship environment in their relevant countries.

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9

Lane, Sam H. "An Organizational Development/Team-Building Approach to Consultation with Family Businesses." Family Business Review 2, no. 1 (1989): 5–16. http://dx.doi.org/10.1111/j.1741-6248.1989.00005.x.

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The approach to consultation with family businesses described in this article emphasizes having the family work as a team on issues and problems affecting the business and the family. Combining the insights of applied psychology with principles of sound business management, it aims at helping the family learn to make good business decisions while maintaining positive relationships among family members.

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10

Getz, Donald, and Jack Carlsen. "Family business in tourism." Annals of Tourism Research 32, no. 1 (2005): 237–58. http://dx.doi.org/10.1016/j.annals.2004.07.006.

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11

Kuvandikov, Shuhrat Oblokulovich, and Alisher Uktamovich Karshiev. "Family Business and Development of Home Work." Krasnoyarsk Science, no. 6 (February 29, 2016): 106. http://dx.doi.org/10.12731/2070-7568-2015-6-106-119.

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12

Gomez-Mejia, Luis, Rodrigo Basco, Ana Cristina Gonzalez, and Claudio G. Muller. "Family business and local development in Iberoamerica." Cross Cultural & Strategic Management 27, no. 2 (2020): 121–36. http://dx.doi.org/10.1108/ccsm-02-2020-223.

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13

Seaman, Claire. "Creating space for the business family." Journal of Family Business Management 5, no. 2 (2015): 182–91. http://dx.doi.org/10.1108/jfbm-08-2015-0032.

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Purpose – The purpose of this paper is to consider one of the major, under-researched themes in rural studies – the business family. Acting as an economic bedrock and entrepreneurial business base, families may support one or more businesses over varying time frames (Rouvinez, 2001). Design/methodology/approach – By reviewing related literature, the paper aims to encapsulate some thoughts on this topic and to consider ways in which future work in this field might be directed. Findings – Standing at the divide between entrepreneurship research, business research and research which looks at the family in a social paradigm, business families remain one of the under-researched areas which provide a vital function within rural communities (Getz et al., 2004, p. 3). One distinction drawn out within this paper is of the manner whereby a family business – defined here as a business with one or more family members where the owners perceive it to be a family business – stands in parallel to the business family. Difficulties in definition of the term family business (Sharma, 1996) have further complicated this distinction, but the importance of family businesses in a worldwide context is acknowledged (Poutziouris, 2006) alongside the need for further research in a UK context (Fletcher, 2002; Getz et al., 2004, p. 72). If the term family business is difficult to define, simpler definitions of the business family do appear: families with a distinct track record in portfolio or serial entrepreneurship but where the expertise is embedded within more than one individual. Originality/value – Developing thinking around the interaction between families and the businesses they run is a vital development in regional development and of especial importance where agriculture.

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14

Kansikas, Juha, and Anne Laakkonen. "Students’ Perceptions of Family Entrepreneurship – A Study on Family Business Academic Education." Management international 14, no. 1 (2010): 55–65. http://dx.doi.org/10.7202/039139ar.

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AbstractThe aim of this qualitative research is to analyze university students’ attitudes toward family entrepreneurship. The theoretical framework of the study analyzes the interaction between family business, ownership, and entrepreneurship education. 211 students from the University of Jyväskylä participated in the study during the basic business study course “Introduction to Entrepreneurship and Business Operations” in September 2007. 143 of those wrote a one page essay, either in Finnish or English, on family entrepreneurship and family business ownership. The students were told to write about the phenomena in their own words. The results were analyzed with content analysis in order to understand how to improve the development of family business entrepreneurship education. The results of the study show that family businesses are perceived through the concept of family: a family owns, works in, and manages a family business. Students perceive family businesses as small businesses that employ people locally. Entrepreneurship motivates students, but owning a family business was perceived as unattractive. The results of the study can be utilized in family business entrepreneurship education.

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15

Mikušová, Marie, Václav Friedrich, and Petra Horváthová. "Who is More Sustainable? Family Business or Non-Family Business? Czech Evidence." Sustainability 12, no. 14 (2020): 5540. http://dx.doi.org/10.3390/su12145540.

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The aim of this research was to find out whether family businesses create better opportunities for their economic sustainability in comparison with non-family businesses. That is, whether family businesses are more responsible in preparing for crises than non-family businesses. Having a sustainable business means being prepared for potential threats of all kinds. Research was carried out in 2019 on a sample of 2300 family and non-family enterprises. On the basis of statistically processed results, a minimum of significant differences in preparation for the crisis was identified. Even the basic hypothesis about a more responsible approach by family businesses to prepare for the crisis could not be accepted. It could not be noted that family businesses are building better conditions for their economic sustainability. The implication for praxis is to encourage owners to involve the family more in the preparation for crises, including development of formalised tools. Predetermined tools will help in solving crises that threaten the source of livelihoods of the whole family. The comparison of family and non-family businesses in this area, as yet unexplored, has the potential to contribute to the deepening of research in both crisis management and family business, which is the main contribution to the theoretical field.

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16

Smyrnios, Kosmas, George Tanewski, and Claudio Romano. "Development of a Measure of the Characteristics of Family Business." Family Business Review 11, no. 1 (1998): 49–60. http://dx.doi.org/10.1111/j.1741-6248.1998.00049.x.

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In Australia and, for that matter, globally, family business represents the most significant form of company ownership and is the largest employer group (Department of Industry, Science & Technology, 1995; Lank, 1995). Despite the significance of family business, few investigations have evaluated issues relating to the reliability and validity of measures used to collect data. This study is part of a larger evaluation that aims to develop a reliable and valid measure of family business. Findings from this research will help establish a reliable and valid measure of family businesses that may be used in other studies in this area.

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17

Leon-Guerrero, Anna Y., Joseph E. McCann, and Jonathan D. Haley. "A Study of Practice Utilization in Family Businesses." Family Business Review 11, no. 2 (1998): 107–20. http://dx.doi.org/10.1111/j.1741-6248.1998.00107.x.

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An exploratory analysis of practice utilization in 231 family businesses in Washington State is presented. The authors argue that the extent of practice utilization varies with multiple measures of business development. Several practice areas are highlighted—mission statements, family- and nonfamily-management practices, and succession planning. During early business development, utilization is higher for family-focused practices (family boards of directors, councils, training, and development). Data suggest that business-focused practices (written job descriptions, incentive compensation, and formal employee reviews) are utilized more in businesses at later development.

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18

ZHENG, VICTOR. "INHERITANCE, CHINESE FAMILY BUSINESS AND ECONOMIC DEVELOPMENT IN HONG KONG." Journal of Enterprising Culture 10, no. 04 (2002): 287–312. http://dx.doi.org/10.1142/s0218495802000049.

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This paper focuses on the study of inheritance, Chinese family business and economic development in Hong Kong. In this study, it is found that equal inheritance can assist economic development by generating competition and capital. Equal division is a criterion for sibling comparison. Comparison generates stress and anxiety with each son trying to outdo the other. Competition is therefore galvanized. Furthermore, initial capital that is released from partition can motivate sons, who want to be free from subjugation, to start their own business. This is the origin of the self-employment mentality. Both competition and capital are crucial factors for economic development to take place. The strong desire of self-employment mentality also drives Chinese family business to develop its own type of structure: jia-zu ji-tuan [family-based consortium]. Different family members can be diversified into different businesses or professions. These businesses or professions may or may not relate to each other. However, they maintain a certain level of interconnection under the banner of the family [jia-zu] and can support each other during time of crises and difficulties. They can maintain their domination in the community from generation to generation.

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Brundin, Ethel, Emilia Florin Samuelsson, and Leif Melin. "Family ownership logic: Framing the core characteristics of family businesses." Journal of Management & Organization 20, no. 1 (2014): 6–37. http://dx.doi.org/10.1017/jmo.2014.15.

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AbstractIn this article we show how specific family business logic shapes managerial practices. Based on empirical material from 20 case studies of family ownership governance, our study identifies seven core characteristics of family ownership logic. These include active, visible and persistent ownership with few owners, relatively stable strategic development encompassing multiple ownership goals, autonomy towards capital markets, and a strong identification and emotional bonding with the business. By considering the family business context, we find managerial practices that are prevalent in the majority of businesses around the world and that have implications for ownership research. It is concluded that by taking the logic of ownership into consideration when studying family businesses, researchers in this field can contribute to the growing literature on sociocultural and behavioural factors in corporate governance relations.

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Markoski, MSc Goce, and MSc Lidija Gosevska. "Impact of family businesses in the development of the national economy in the Republic of Macedonia." ILIRIA International Review 2, no. 2 (2012): 309. http://dx.doi.org/10.21113/iir.v2i2.156.

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The family-run business companies present a driving force of the society in which they function and take great part in identification of market needs. By developing skills and building new types of business, the business owners strive to satisfy those needs, reaffirming the work ethics and entrepreneurial spirit as a solid base for family-run business.The purpose of this paper is to emphasize the importance of family-run business and to recognize its significance in the new social, political background and economic system of our country. By developing strategies for family-run business, the country should boost confidence of young people regarding the possibilities these kinds of business offers in accomplishing individual ambitions.To be able to successfully the challenges of the environment, Family businesses have to adapt to new market conditions. Following the market supply and demand and appropriately responding to the same family businesses contribute to strengthen their market position. Also spur innovation, contributes to this kind of businesses to successfully cope with market competition.Development documents in all these years of independence of the Republic of Macedonia contain provisions for strengthening the small business sector by providing financial support to the operations of the companies, especially new and young enterprises. But despite the fact that several projects were opened several institutions and provide some funds for financing, there remains the conclusion that helping and strengthening the development of family businesses should be treated as a permanent process in the interest of faster employment, using creative potential employees, laid-off workers, young and educated people. Commitment to helping the development of family business is a constant and long-term process, which should be a permanent task and goal of macroeconomic policy.The absence of a quick and relatively easy access to capital, information and new technology, requiring long-lasting process in the policy of encouraging the development of family businesses.

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Zheng, Victor, and Hao Gao. "An entrepreneurial migrant family: The rise of Aw Boon Haw’s business empire in the Asia-Pacific." Asian and Pacific Migration Journal 29, no. 2 (2020): 254–68. http://dx.doi.org/10.1177/0117196820933958.

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This research note uses the rise of Aw Boon Haw’s dynastic family businesses across Asia to illustrate Chinese migrant entrepreneurs’ business development and dynamism. Although it is known that the management and operation of Chinese migrant family businesses do have disadvantages, there is substantial evidence that family control and network capital can facilitate their business endeavors. Through the case of the Aw family business, it was found that by using key strategies of family control and its network capital, even though their migrant background posed multi-layered disadvantages, the Aw family was able to rise from rags to riches in the medicine and newspaper businesses. Not only did their migrant background not restrict Aw family business growth, it fostered its expansion in the region and the world.

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22

Harvey, Michael, and Rodney E. Evans. "Family Business and Multiple Levels of Conflict." Family Business Review 7, no. 4 (1994): 331–48. http://dx.doi.org/10.1111/j.1741-6248.1994.00331.x.

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Family businesses are fertile fields for conflict. The influence of the founding families on the basic tenets and culture of the company may be unparalleled in business. When attempts are made to modify the family business as it progresses to another stage of development, conflict may arise. Due to the verlay of the company culture and individual family units, the means to resolve conflict becomes a very intricate process. This article examines a means to predict conflict relative to the phases of development of a family business. In addition, multiple levels of conflict are examined as well as the appropriate resolution process for the differing levels of conflict.

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Sreih, Josiane Fahed, Robert N. Lussier, and Matthew C. Sonfield. "Differences in management styles, levels of profitability, and performance across generations, and the development of the Family Business Success Model." Journal of Organizational Change Management 32, no. 1 (2019): 32–50. http://dx.doi.org/10.1108/jocm-01-2018-0030.

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Purpose The purpose of this paper is to, first, investigate the differences between generations in family businesses and, second, develop and verify the Family Business Success Model ability to improve the probability of business success measured by perceived profits, growth and meeting the owners’ expectations. Design/methodology/approach Data were collected through questionnaires and personal interviews. Overall, 98 usable questionnaires were collected for statistical analysis with a response rate of 82 percent. Findings One-way ANOVA hypotheses testing of the variables found four significant differences between generations. Regression analysis found the Family Business Success Model to be significant. Family business owners can improve the probability of success by utilizing a team-management decision-making approach, effectively handling conflict effectively, formulating specific succession plans, developing strategic plans, using sophisticated financial management methods, dealing effectively with the founder’s influence and if they seek to grow, they should consider going public. Practical implications This study provides family business owners, managers, educators and public policy makers with the means to help family businesses survive and grow effectively throughout generations by using the Family Business Success Model. In addition, this study can help consultants and advisors of family businesses to understand the differences between the first, second and third generation family businesses from a holistic perspective and help them implement the family business model. Originality/value This study contributes to the literature as one of the few studies in the Lebanese emerging market that examines how the first, second and third generations of family businesses differ. More importantly, it develops a Family Business Success Model that improves the probability of success.

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DeNoble, Alex, Sanford Ehrlich, and Gangaram Singh. "Toward the Development of a Family Business Self-Efficacy Scale: A Resource-Based Perspective." Family Business Review 20, no. 2 (2007): 127–40. http://dx.doi.org/10.1111/j.1741-6248.2007.00091.x.

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Given the importance of succession planning in family-owned businesses, our research is focused on identifying the key dimensions that could comprise a family business self-efficacy scale. We employed an explorative qualitative research methodology by querying a group of family business presidents to describe the skills critical for success. Using a resource-based perspective and relevant family business succession literature, we organized this feedback into a framework depicting the key challenges associated with leadership succession. The presidents' comments highlight a set of general and family business skill requirements that fall into the domains of social and human capital.

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File, Karen Maru, Russ Alan Prince, and M. J. Rankin. "Organizational Buying Behavior of the Family Firm." Family Business Review 7, no. 3 (1994): 263–72. http://dx.doi.org/10.1111/j.1741-6248.1994.00263.x.

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Although there is increasing reason to believe that the organizational goals of family businesses distinguish them from nonfamily businesses, there has been little development of these implications for marketing management. This study demonstrates the applicability of family business theory to marketing management by assessing the organizational buying behavior of high-end family businesses through a process of segmenting them by organizational goals that include family as well as business objectives. Results confirm that insights from the rapidly developing body of knowledge in the family business field have relevance to providers who have targeted the family business market.

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Bagwell, Susan. "Transnational family networks and ethnic minority business development." International Journal of Entrepreneurial Behavior & Research 14, no. 6 (2008): 377–94. http://dx.doi.org/10.1108/13552550810910960.

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Eckrich, Christopher J., and Teri A. Loughead. "Effects of Family Business Membership and Psychological Separation on the Career Development of Late Adolescents." Family Business Review 9, no. 4 (1996): 369–86. http://dx.doi.org/10.1111/j.1741-6248.1996.00369.x.

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Family businesses are reported to consist of overinvolved family relationships. Overinvolvement often leads to conflict when late adolescents attempt to develop their own identity, separate from the home, and choose an occupation. This study examines differences between family-and non-family-business offspring in relation to psychological overinvolvement, and career choice and development. Analyses of assessments completed by 248 undergraduate college students does not support the belief that family business members are overinvolved with each other, but does suggest implications for the career development of family business offspring.

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Mantri, Swati. "The 10 commandments for family business." Contemporary South Asia 27, no. 1 (2019): 138–39. http://dx.doi.org/10.1080/09584935.2019.1573889.

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Vallone, Cinzia, and Barbara Iannone. "Innovation trough Tradition in Family Business." International Journal of Business and Management 15, no. 1 (2019): 157. http://dx.doi.org/10.5539/ijbm.v15n1p157.

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This study attempts to explore the role of tradition in the development of innovations in the pasta sector of family firms handed down for generations. We describe and discuss the different impacts of tangible and intangible sources of tradition on the development of family SMEs. There is a gap in the literature about family firm&rsquo;s innovation issue. The results are inconsistent. We use a case study to investigate which variables affect innovation approach and how traditions can contribute to the development of new products or unique services.

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Bakhru, Kanupriya Misra, Manas Behera, and Alka Sharma. "Entrepreneurial communities and family enterprises of India." Journal of Enterprising Communities: People and Places in the Global Economy 12, no. 1 (2018): 32–49. http://dx.doi.org/10.1108/jec-01-2017-0003.

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Purpose This paper aims to examine the traditional business communities and family businesses of India, their emergence and sustained growth. Design/methodology/approach The authors analyze the role of business communities in family businesses of India and identify business communities that have still sustained and marked a global presence. Findings Business communities such as Marwaris have the knack for business activities and are leaders of family businesses in India today, who have sustained their past success and continue to create new histories. Other traditional business communities such as Parsis, Sindhis, Chettiars and Gujarati banias have not been able to sustain much. Possible reasons were switching to white-collar jobs, taking up diplomacy and other professions, inter caste marriages, international migration in search of business and Indian government policies. Research limitations/implications This study provides a useful source of information for academics, policy-makers and economists. Practical implications Traditional business communities populate the list of family businesses that have marked their global presence. This paper identifies various factors that are responsible for the growth and sustainability of these business communities. Social implications The study clarifies the role of business communities in domestic economic development. Originality/value The paper explored traditional business communities of India and assessed their role in family businesses of India that currently mark a global presence.

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Pham, Thanh Trung, Robin Bell, and David Newton. "The father’s role in supporting the son’s business knowledge development process in Vietnamese family businesses." Journal of Entrepreneurship in Emerging Economies 11, no. 2 (2019): 258–76. http://dx.doi.org/10.1108/jeee-01-2018-0006.

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Purpose Many family businesses do not survive into the second generation. A common reason put forward for this is poor succession planning for the second generation. This paper is designed with the aim to explore the role of the father in supporting the son’s business knowledge and development in Vietnamese family businesses. Design/methodology/approach This research adopted an inductive qualitative approach using multiple face-to-face semi-structured interviews with five father–son succession pairs. The interview participants were a cross section of Vietnamese family businesses, where the father–son pair was involved in the process of business knowledge transfer and the succession process was at an advanced stage. Findings The results suggest that the father plays different roles at different stages of the son’s business knowledge development process. In particular, the father acts as an example during the son’s childhood; a supporter to encourage the son to gain more business knowledge from both formal education and working experience outside the family business; a mentor and trouble-shooter after the son joins the family business as a full-time employee; and as an advisor after the son becomes the leader of the firm. Originality/value Most Vietnamese family businesses are still operating under the control of the first generation, and as a result, research into the succession process in Vietnam can help to provide valuable insights. Furthermore, existing research into the role of the predecessor in the whole process from the successor’s childhood until the end of the succession process is ambiguous and requires further research to clarify this research gap.

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Duh, Mojca. "Family business succession as knowledge creation process." Kybernetes 43, no. 5 (2014): 699–714. http://dx.doi.org/10.1108/k-08-2013-0172.

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Purpose – The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process. Design/methodology/approach – The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions. Findings – Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge. Research limitations/implications – The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family. Practical implications – Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition. Originality/value – The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.

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Lank, Alden G., and Albert J. Thomassen. "Introducing the Family Business Network." Family Business Review 4, no. 2 (1991): 225–30. http://dx.doi.org/10.1111/j.1741-6248.1991.00225.x.

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The Family Business Network (FBN) was founded in Europe in 1990. It is designed to serve the needs of owner-managers, their families, professionals, consultants, academics, and all those with a stake in ensuring the healthy development of family enterprises. This article traces the origins of FBN, describes its first year of operation, and highlights the services it offers to members.

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Birley, Sue, Dennis Ng, and Andrew Godfrey. "The family and the business." Long Range Planning 32, no. 6 (1999): 598–608. http://dx.doi.org/10.1016/s0024-6301(99)00076-x.

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Poutziouris, Panikhos, Katherine O'Sullivan, and Lumenita Nicolescu. "The [Re]-Generation of Family-Business Entrepreneurship in the Balkans." Family Business Review 10, no. 3 (1997): 239–61. http://dx.doi.org/10.1111/j.1741-6248.1997.00239.x.

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This paper explores the development of the family-business sector during the post-socialist era in the Balkans. It establishes the profile of family-business entrepreneurship in the emerging markets of southeastern Europe. By focusing on the Bulgarian and Romanian experience, we present and briefly contrast the transitional variant of family-business entrepreneurship with the contours of the Greek family business system. Next, we map out the growth patterns of Balkan family ventures, including businesses in the agro-industrial, manufacturing and other commercial sectors. We conclude with some tentative policy recommendations aimed at enhancing the further development of family-business entrepreneurship in the Balkans.

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Schmidts, Torsten, and Deborah Shepherd. "Social identity and family business: exploring family social capital." Journal of Family Business Management 5, no. 2 (2015): 157–81. http://dx.doi.org/10.1108/jfbm-04-2015-0018.

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Purpose – The purpose of this paper is to use social identity theory to explore factors that contribute to the development of family social capital. Effects are investigated both for the family and the business. Design/methodology/approach – A single in-depth case study focussing on the family unit was coducted within a fourth-generation family business involved in the arts retailing. Findings – The findings suggest that social identity theory is a useful lens to explore the development of family social capital. The six themes identified highlight that there is a normative and an affective dimension, leading to family members’ desire to uphold the status of the business. Evidence suggests that the normative factors may be both positively and negatively related to the development of family social capital, due to their potentially restrictive nature. Originality/value – The paper’s findings imply that social identity can contribute to understanding family dynamics. Evidence highlights various factors for family members that are not involved in the family business to uphold its status. This is attributed to the emotional significance of the business to the family’s identity. Furthermore, this paper suggests that the strong focus on norms and values, which developed gradually, may have adverse effects on the identification with the business and the willingness to uphold its status. Propositions are offered to provide guidance for future research to investigate this controversial evidence regarding the impact of value orientation on family social capital.

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Dunn, Barbara. "Success Themes in Scottish Family Enterprises: Philosophies and Practices Through the Generations." Family Business Review 8, no. 1 (1995): 17–28. http://dx.doi.org/10.1111/j.1741-6248.1995.00017.x.

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A series of workshops were held in Scotland to help family business managers identify and overcome obstacles to success. Core themes that emerged were family values, responsiveness to change, and family dynamics. The findings suggest that family enterprises have unique developmental characteristics with implications for economic and business development frameworks such as those in Scotland, which do not differentiate family businesses. A model is presented to analyze and categorize family enterprises in order to illustrate the issues facing family enterprises. The model provides insights into the source and effect of family values and family dynamics on the business and fosters business growth and development.

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Hack-Polay, Dieu, Paul Agu Igwe, and Nnamdi O. Madichie. "The role of institutional and family embeddedness in the failure of Sub-Saharan African migrant family businesses." International Journal of Entrepreneurship and Innovation 21, no. 4 (2020): 237–49. http://dx.doi.org/10.1177/1465750320909732.

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There is considerable interest among European politicians and policymakers in how to integrate migrants in the local and national economy. Drawing on in-depth qualitative interviews with 20 owners of Sub-Saharan African migrant family businesses (SSAMBs) in the United Kingdom, this article critically examines why SSAMBs fail or underperform. This investigation draws upon three streams of literature – notably migrant business failure, institutional theory and family embeddedness. The findings highlight the challenges of doing business and the reasons for business failure among this group. These are different from other small businesses and include culture, family interference and ethnicity. The main contribution of the article lies in the development of a conceptual model that highlights the relationships between institutional contexts and migrant family business outcomes. The model proposes that institution and family embeddedness results in the enactment of ethnic behaviours that drive migrant businesses into cultural markets leading to business underperformance or failure.

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Johnson Jorgensen, Jennifer, Diane Masuo, Linda Manikowske, and Yoon Lee. "The Reciprocal Involvement of Family Business Owners and Communities in Business Success." Sustainability 12, no. 10 (2020): 4048. http://dx.doi.org/10.3390/su12104048.

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It is believed that highly involved business owners and community members will yield benefits to ensure business and community sustainability over time. However, little research has delved into understanding the role of business owners’ involvement and the community’s involvement in business outcomes. Thus, the purpose of this study was to investigate the reciprocal involvement of family business owners and the community. To investigate this phenomenon, this study utilized survey data from a rare group of business owners who currently operate long-standing businesses. Results indicate that more involved business owners perceived higher levels of business success. When seeking a profit, business owners also tended to be more involved in the community than owners not seeking a profit. However, family-owned businesses felt that the community did not contribute to their businesses and did not stay involved over time. Overall, business owners felt that they contributed more than the community provided in return. Recommendation is made to stress in entrepreneurship curricula the importance of reciprocal involvement between businesses and their communities and vice versa to promote business and community sustainability over time.

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Levushkin, Anatoly N., Yana S. Grishina, Olga G. Bartkova, and Tatyana V. Savina. "Synergy of Family Business and Social Entrepreneurship: Problems of Law, Economics and Technology Development." SHS Web of Conferences 110 (2021): 01016. http://dx.doi.org/10.1051/shsconf/202111001016.

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During the economic instability, crisis processes in economic relations, and the growing prospects of a new “step” of the global economic crisis, theoretical and applied research in the field of legal support for strengthening and supporting economic development, small and medium-sized businesses, and digital technologies in the Russian Federation plays a great role. The purpose of the study: A legal study of the current legislation in order to apply the concept of synergy of family business and social entrepreneurship for the effective implementation of economic processes and solving technological problems, identify the problems of family business development in the new economic realities and propose some ways to solve them at the legislative level. The object of the study is a set of economic, entrepreneurial, civil-legal relations that arise in the implementation of family business and social entrepreneurship in modern economic realities based on new technologies. Methods: General scientific and private scientific methods of scientific cognition were used in the study: systematic, historical, logical, comparative-legal, formal-legal, and others. Novelty: It is proved that social entrepreneurship and family business should be a system-forming link in economic relations, linking the state with small and medium-sized businesses. The introduction of such form of business (social and family entrepreneurship) should eliminate many economic problems and gaps in the legal regulation of issues that arise while conducting economic activities by family members. The necessity of separating social entrepreneurship and family business into a separate economic and legal category is justified, and the expediency of consolidating the concept of social entrepreneurship and family enterprise at the federal level is proved.

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Wilson, Lesley‐Ann. "The Family Farm Business? Insights into Family, Business and Ownership Dimensions of Open‐Farms." Leisure Studies 26, no. 3 (2007): 357–74. http://dx.doi.org/10.1080/02614360600661120.

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Liu, Jau. "An Integrative Conceptual Framework for Sustainable Successions in Family Businesses: The Case of Taiwan." Sustainability 10, no. 10 (2018): 3656. http://dx.doi.org/10.3390/su10103656.

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Family businesses have long been one of the mainstream business models in developing countries. The smooth succession of control in family businesses is the key to their sustainable development. However, compared with other companies, succession in family business has demonstrated unique complexity, which also affects the development of the business. The paper is based on a review of the existing literature, starting from the theory of family business succession and combining with grounded theory. After that, we conducted field interviews of experts, coding the key factors affecting succession in family businesses in Taiwan. Finally, we explored the considerations and implications of the succession for inheritance planning. The results of this study show that consideration of succession in family businesses involves a multi-dimensional and complex decision-making process. Among the key considerations, it is found that corporate characteristics, family capital and niche inheritance are the most important without consideration of whether the continuation of the business after succession will be doomed to failure. In addition, the family relationship of affection and trust and commitment between both predecessor and successor are important factors that cannot be ignored, especially in a rapidly changing competitive market environment.

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Rubin, Yu B., A. Y. Pogorelova, E. V. Alekseeva, et al. "Training family business in undergraduate." Journal of Modern Competition 14, no. 80 (2020): 113–27. http://dx.doi.org/10.37791/1993-7598-2020-14-4-113-127.

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In modern conditions, the development of entrepreneurship is complicated by the lack of uniform educational standards for teaching the conduct of this area of professional activity. In this regard, the article poses the issues of using a competence-based approach to training potential successors of family companies, which is significant for ensuring the success and long-term sustainability of family entrepreneurship. The authors of the article point out the need for the formation of additional professional competencies of students who have the prospect of entering the family business. Displaying the practical use of the proposed approach in the teaching of the discipline “family business” in the undergraduate University "Synergy"

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Bawa, Nadya. "Family-owned business in South Africa: Local enterprise responses by South African Indian family-owned business." Urban Forum 17, no. 2 (2006): 167–98. http://dx.doi.org/10.1007/s12132-006-0004-9.

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Wilkinson, Barry, and Siew Tong Fock. "Over the Weberian Wall: Chinese Family Businesses in Singapore." Copenhagen Journal of Asian Studies 25 (February 5, 2008): 99–125. http://dx.doi.org/10.22439/cjas.v25i0.1431.

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Abstract Overseas Chinese businesses have been characterized as possessing unique cultural attributes or being embedded in specific institutional environments that constrict their growth and lead to them taking on limited economic roles. Familism, particularism, nepotism and the lack of state support (among other cultural and institutional features) it is argued, stand in the way of the emergence of large, successful and enduring firms, and problems of inter-generation transition frequently lead to their demise. This paper argues that such a fatalistic prognosis is misplaced, and uses case studies of successful Chinese family businesses in Singapore to demonstrate how business leaders, as agents, can incorporate, defy, or re-combine elements from the socio-cultural environment in ways that enable continuity and growth. Additionally, this paper highlights the role of a proactive state at play in promoting a specific Chinese mode of doing business based on notions of so-called Confucian capitalism, which despite its culturalist associations, is based on capitalist practices. Keywords: Chinese family business, inter-generation transition, Chinese culture, entrepreneurial agency.

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Cater, John James, and Robert T. Justis. "The Development of Successors From Followers to Leaders in Small Family Firms." Family Business Review 22, no. 2 (2009): 109–24. http://dx.doi.org/10.1177/0894486508327822.

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The purpose of this exploratory study was to better understand the development of successors in the small family business, including their approach to the leadership of the firm. It examined variables (and their relationships) that help to explain family business successor leadership. A case study approach was followed, using grounded theory analysis of qualitative interviews of the top managers of six family businesses. It provided six propositions for future research—namely, concerning positive parent—child relationships, acquiring knowledge, long-term orientation, cooperation, successor roles, and risk orientation.

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Noh, Kyoo-Sung, Joo-Yeoun Lee, and Seong Taek Park. "A Study on the Development Multicultural Family Business Model." Journal of Digital Convergence 14, no. 3 (2016): 199–207. http://dx.doi.org/10.14400/jdc.2016.14.3.199.

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Chauhan, Ajay A., and Ketwadee Madden. "Tourism development using family business entrepreneurs: a new paradigm." International Journal of Public Sector Performance Management 6, no. 4 (2020): 508. http://dx.doi.org/10.1504/ijpspm.2020.10031464.

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Chauhan, Ajay A., and Ketwadee Madden. "Tourism development using family business entrepreneurs: a new paradigm." International Journal of Public Sector Performance Management 6, no. 4 (2020): 508. http://dx.doi.org/10.1504/ijpspm.2020.109304.

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Kupalova, M. M. "TRENDS OF FAMILY BUSINESS DEVELOPMENT IN THE MODERN WORLD." Habitus, no. 26 (2021): 20–25. http://dx.doi.org/10.32843/2663-5208.2021.26.3.

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