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Journal articles on the topic 'Family Businesses'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

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 perspectiv

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Consuelo, Tayupanta López Amparo del. "Transform family businesses into family businesses." Scientific Journal of Applied Social and Clinical Science 3, no. 14 (2023): 2–8. http://dx.doi.org/10.22533/at.ed.2163142316065.

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YAZICI, Ömer, Douglas MCWILLIAMS, and Seydahmet ERCAN. "CSR COMPARISON BETWEEN FAMILY BUSINESSES AND NON-FAMILY BUSINESS." Business & Management Studies: An International Journal 6, no. 1 (2018): 256–80. http://dx.doi.org/10.15295/bmij.v6i1.231.

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This paper is designed to explore whether family businesses outperform nonfamily businesses regarding Corporate Social Responsibility (CSR) performance. Upon comparing the CSR performances of 64 top family businesses in the US with CSR performances of the top nonfamily businesses in the US; the results have showed that nonfamily businesses outperform family businesses on CSR. Analysis of four out of five categories of CSR performance resulted in favor of nonfamily businesses and no statistical difference was found in one category. Hence, results show that family businesses are reluctant to cor

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Dingliana, Samuel Lalnunzira. "Continuity in Indigenous Family Businesses: A Study of Succession in Mizo Family Businesses." SIJ Transactions on Industrial, Financial & Business Management 07, no. 02 (2019): 07–11. http://dx.doi.org/10.9756/sijifbm/v7i2/0102630102.

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KRAŚNICKA, Teresa. "Innovation of Polish family and non-family businesses." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 150 (2021): 81–98. http://dx.doi.org/10.29119/1641-3466.2021.150.7.

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Purpose: The study aimed to identify differences in the level of innovation of the two types of firms – family (FB) and non-family (NFB) – and understand how the expectations of the management and/or business owners vary regarding the impact of innovations on business performance. Design/methodology/approach: Research questions were formulated based on the review of the findings of the surveys that compared innovation in family and non-family firms worldwide. Then, empirical research was conducted in 334 family and non-family firms in Poland. Findings: The findings do not confirm significant d

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Shumbambiri, Gregory, and Dr Judith Mwenje. "Family Business Literature Overview: Towards Achieving Family Business Growth." International Journal of Research and Innovation in Social Science VII, no. V (2023): 942–51. http://dx.doi.org/10.47772/ijriss.2023.70574.

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Businesses which are predominantly owned and managed by a family are commonly referred to as family businesses. This study’s objectives are to examine the definition and characteristics of family businesses, evaluation of the uniqueness and theoretical framework of family businesses literature and the nature of family business growth. Family businesses are unique from non-family businesses, in how they grow, financial strength, wealth safeguarding and their risk appetite. The most rational perspective is what might be used to emphasize the uniqueness of family businesses and how it connects to

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Bertrand, Marianne, and Antoinette Schoar. "The Role of Family in Family Firms." Journal of Economic Perspectives 20, no. 2 (2006): 73–96. http://dx.doi.org/10.1257/jep.20.2.73.

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History is replete with examples of spectacular ascents of family businesses. Yet there are also numerous accounts of family businesses brought down by bitter feuds among family members, disappointed expectations between generations, and tragic sagas of later generations unable to manage their wealth. A large fraction of businesses throughout the world are organized around families. Why are family firms so prevalent? What are the implications of family control for the governance, financing and overall performance of these businesses?

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López-Gracia, José, and Sonia Sánchez-Andújar. "Financial Structure of the Family Business: Evidence From a Group of Small Spanish Firms." Family Business Review 20, no. 4 (2007): 269–87. http://dx.doi.org/10.1111/j.1741-6248.2007.00094.x.

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This article presents empirical evidence on the determinants of the financial behavior of small family businesses and their differences from nonfamily small businesses. Taking into account two consolidated financial approaches, (1) the trade-off theory and (2) the pecking order theory, several hypotheses on the financial behavior of both groups of firms have been tested. By estimating these models through panel data methodology, using a sample of Spanish family businesses together with another control group of nonfamily businesses, we have obtained results confirming that a business's family n

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Samanta, Irene. "Examining relationship marketing and strategic branding in b2b Greek SMEs: A family business development." Innovative Marketing 18, no. 3 (2022): 110–20. http://dx.doi.org/10.21511/im.18(3).2022.10.

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Α survey of relationship marketing, branding, and the family business life cycle is conducted to determine the extent to which these variables ensure their path to the next generation. The study examines whether interpersonal relationships apply to family SME businesses and how they adopt relationship marketing as their main strategy. The study provides an insightful benchmarking approach between family businesses in early stage (1st and 2nd generation) and well-established (3rd and 4th generation) companies. In addition, the adopted branding process is examined. A qualitative method was chose

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Dr, Sunanda Jindal, and S. D. Bagade Prof. "MANAGING FAMILY BUSINESS. {A CRITICAL STUDY OF SIX FAMILY BUSINESSES}." International Journal of Human Resource & Industrial Research 3, no. 4 (2016): 30–41. https://doi.org/10.5281/zenodo.10700093.

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<em>When family members work together, emotions may interfere with business decisions. Conflicts may arise as relatives see the business from different perspectives. Those who are silent partners, are likely to judge capital expenditures, growth and other critical matters primarily. Those engaged in daily operations are more likely to be concerned about transactions.and personnel matters. Obviously, there is potential for conflict. As there is a gap in between expectations and performance.</em> <em>In some family businesses daily operations are hampered by conflict; in others, the challenge is

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STRAKOVA, IVA. "ENTREPRENEURSHIP IN FAMILY AND NON-FAMILY CONTEXTS: OVERVIEW AND PERSPECTIVES." AD ALTA: 14/01 14, no. 1 (2024): 226–33. http://dx.doi.org/10.33543/j.1401.226233.

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The article examines key differences between family and non-family businesses, focusing on values, strategy, innovation, human capital, and work-life balance. Family businesses are characterized by long-term planning, deep-rooted values, and succession challenges. The family brings emotional aspects, while business requires rationality and results. Non-family businesses typically have formalized management, faster decision-making, and short-term performance goals, influencing flexibility and innovation. Questionnaires show family businesses prioritize stability and values, whereas non-family b

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Perry, John T., J. Kirk Ring, and J. Christian Broberg. "Which Type of Advisors Do Family Businesses Trust Most? An Exploratory Application of Socioemotional Selectivity Theory." Family Business Review 28, no. 3 (2014): 211–26. http://dx.doi.org/10.1177/0894486514538652.

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In this article, we introduce socioemotional selectivity theory (SEST) from psychology to the family business literature. Applying the theory to family businesses, we argue that a family business’s age influences whether it trusts family or professional business advisors most. Consistent with SEST, we find that business age relates to whether the family business emphasizes financial or socioemotional wealth more and that this wealth emphasis relates to whether family members or professional business advisors are trusted most. Based on these findings, we believe that SEST has much to offer to t

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Santiago, Andrea L. "Succession Experiences in Philippine Family Businesses." Family Business Review 13, no. 1 (2000): 15–35. http://dx.doi.org/10.1111/j.1741-6248.2000.00015.x.

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Western research suggests that family business owners must prepare for leadership succession in a systematic manner to ensure continuity. A review of the succession experiences of eight family businesses in the Southeast Asian country of the Philippines seems to indicate that the key to smooth succession for group-oriented families is not entirely dependent on succession planning. Rather, a family business's smooth succession depends on the succession process being consistent with family values. In fact, valuing the preservation of the family unit helps to avoid the ill effects that normally a

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Sorenson, Ritch L. "Planning for Family and Financial Success in Family Businesses." Family Business Review 13, no. 2 (2000): 133–42. http://dx.doi.org/10.1111/j.1741-6248.2000.00133.x.

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Deane Kanaly has observed the success and failure of hundreds of family businesses; he knows what makes family businesses work. He also knows how to plan for financial success. In this interview, he provides insights and suggestions that should be of value to consultants, educators, and business owners. Kanaly's comments get to the heart of a variety of issues, including family relationships, financial planning, estate planning, and successful entrepreneurship in family businesses.

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Raj, S. John Mano, and M. Manjusha. "Family Business and Creation of Brand Communities." Journal of Technology Management for Growing Economies 13, no. 1 (2022): 1–7. http://dx.doi.org/10.15415/jtmge.2022.131001.

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Background: Brand management is an important factor in every business, especially in family businesses. Through brands, firms can build and communicate their reputation with their stakeholders. For family businesses, revealing the family identity in branding influences both the internal and external stakeholders of the family businesses. There is a lot of evidence that shows the relationship between family businesses and their stakeholders, but limited studies are showing how these family business branding creates a community among its stakeholders. Purpose: The focus of the paper is to identi

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BEEHR, TERRY A., JOHN A. DREXLER, and SONJA FAULKNER. "Working in small family businesses: empirical comparisons to non-family businesses." Journal of Organizational Behavior 18, no. 3 (1997): 297–312. http://dx.doi.org/10.1002/(sici)1099-1379(199705)18:3<297::aid-job805>3.0.co;2-d.

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Haynes, George W., Rosemary Walker, Barbara R. Rowe, and Gong-Soog Hong. "The Intermingling of Business and Family Finances in Family-Owned Businesses." Family Business Review 12, no. 3 (1999): 225–39. http://dx.doi.org/10.1111/j.1741-6248.1999.00225.x.

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This study uses data from a national survey of 673 business-owning households to assess factors associated with intermingling business and family finances. Logit analysis indicates that the use of family resources in the business is more likely in sole proprietorships; when the business owes money to financial institutions; and when the business owner is older, more experienced, and without children in the household. Family use of business resources is more likely if the business is incorporated, is located in a rural area or small town, and borrows money.

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Stradomski, Maciej, and Katarzyna Schmidt. "Investments of Polish Family Businesses." Studia Humana 10, no. 3 (2021): 30–41. http://dx.doi.org/10.2478/sh-2021-0016.

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Abstract In this paper the authors address the issue of investments made by family businesses. Their study attempted to verify the level of investments made by Polish family businesses in comparison with the level of investments made by Polish non-family businesses. The study focused on the analysis of investment flows of Polish listed companies included in the WIG index for the years 2006-2018. A total of 233 companies were analyzed, including 177 non-family businesses and 56 family businesses. The results corroborated the argument that Polish listed non-family businesses invest much more mon

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Wijayanti, Anita, Massila Kamalrudin, Safiah Sidek, and Kartika Hendra Titisari. "A business transformation model to enhance the sustainability of small-sized family businesses." Problems and Perspectives in Management 19, no. 1 (2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.

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Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industr

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Othman, Mohammed. "Evolving financial practices in family enterprises: The impact of generational dynamics on digital transformation in Jordan." Investment Management and Financial Innovations 22, no. 2 (2025): 141–54. https://doi.org/10.21511/imfi.22(2).2025.12.

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The adoption of digital financial tools improves financial efficiency, transparency, and governance. However, family-owned businesses in Jordan adopt these tools at a lower rate than non-family businesses, potentially limiting their competitiveness. This study examines the extent of digital adoption, its impact on financial management, and the role of generational involvement.A survey of 366 businesses (262 family-owned and 104 non-family) across six industries was analyzed using multi-group analysis. Family-owned businesses reported a 31.2% improvement in financial management after adoption,

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Karayalcin, Saltuk. "The Effect of Family vs. Non-Family CEOs on Product Innovation in Turkish Family Businesses." Administrative Sciences 15, no. 6 (2025): 200. https://doi.org/10.3390/admsci15060200.

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Family businesses are a significant part of the global economy, yet defining them and understanding their features remains a topic of debate. Despite the suggestion that family ownership may lead to conservative innovation strategies, recent research indicates that family businesses can embrace strategic risk in innovation. Governance of innovation in family firms is a growing area of interest, with corporate governance influencing R&D and innovation decisions. The role of CEOs in family businesses is critical for innovation strategies, with family CEOs often prioritizing long-term interes

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Gallo, Miguel A., and Alvaro Vilaseca. "Finance in Family Business." Family Business Review 9, no. 4 (1996): 387–401. http://dx.doi.org/10.1111/j.1741-6248.1996.00387.x.

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This article is an exploratory investigation of the financial issues of family business, such as capital structure, behavior towards investments and risk, and dividend policy. We also analyze the relation between these dimensions and performance. The most important findings of this research are that family businesses have low debtqequity levels, especially those family businesses that have an important market-share positions in their industry. The family businesses that have leading market-share positions have lesser financial performance than the family businesses who are followers in market

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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

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Danes, Sharon M., Martha A. Rueter, Hee-Kyung Kwon, and William Doherty. "Family FIRO Model: An Application to Family Business." Family Business Review 15, no. 1 (2002): 31–43. http://dx.doi.org/10.1111/j.1741-6248.2002.00031.x.

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This study applies the Family FIRO model, one of interpersonal dynamics and change, to family businesses (specifically, to family farming couples). It empirically tests the developmental sequence of three dimensions of the model: inclusion, control, and integration. Findings indicate that both a sense of inclusion in a family business and the manner in which control issues are managed have important influences on family business integration. Because inclusion predicts control dynamics, effective control may not be diminished without adequate levels of inclusion. The study offers practitioners

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Taşdemir, Derya Çevik, Filiz Çayırağası, and Gülsüm Günbala Güven. "A Conceptual Study on Nepotism and Effects in Family Enterprises." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 3, no. 1 (2017): 59–64. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.35.2004.

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An important part of the businesses in the world and in Turkey is a family business. In this context, the economy is largely dominated by family businesses. Literature studies showed that nepotic approaches are more common in family businesses than in other businesses. Nepotism, the problems that the family business has caused; non-institutionalization, increase in labor turnover rate, decrease in organizational commitment, decrease in productivity. It is directly related to the solution of nepotism problems in the family business, the increase of the market share, and the extension of the lif

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Kopriva, Iztok, and Mojca Bernik. "Comparison of Human Resource Management in Slovenian Family and Non-Family Businesses." Organizacija 42, no. 6 (2009): 246–54. http://dx.doi.org/10.2478/v10051-009-0021-2.

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Comparison of Human Resource Management in Slovenian Family and Non-Family BusinessesThe room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and inte

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Van Der Merwe, S. P., E. Venter, and S. M. Farrington. "An assessment of selected family business values in small and medium-sized family businesses." South African Journal of Business Management 43, no. 4 (2012): 17–31. http://dx.doi.org/10.4102/sajbm.v43i4.479.

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This study highlights the influence of selected business family values on the success of small and medium-sized family businesses. Success, for the purpose of this study, is measured using two variables, namely Harmonious family relationships and Perceived future continuity. The primary objective of this study is twofold: firstly, to identify the potential influence of selected business family values on the success of family businesses and secondly, to make practical recommendations on actions that families in business can take to ensure harmonious family relationships and the future continuit

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Sági, Judit, and Péter Juhász. "Funding alternatives and business planning in family businesses." Prosperitas 6, no. 1 (2019): 35–53. http://dx.doi.org/10.31570/prosp_2019_01_2.

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Steier, Lloyd P., James J. Chrisman, and Jess H. Chua. "Governance Challenges in Family Businesses and Business Families." Entrepreneurship Theory and Practice 39, no. 6 (2015): 1265–80. http://dx.doi.org/10.1111/etap.12180.

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Linhart, Ondřej, and Petra Rydvalová. "Team Roles in Family Businesses and Quality of Family Business – Case Study." ACC JOURNAL 29, no. 2 (2023): 51–62. http://dx.doi.org/10.2478/acc-2023-0004.

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Abstract Team roles, personal character, and temperament play a key role in team management. The unique approach brought by Dr. M. Belbin´s unique approach, known as the Belbin Team Roles, is widely used in education, research, and professional consultancy. However, there is a significant gap in research on team roles in family businesses, which hinders the understanding of a specific form of human economic activity: family business. The aim of this article is to show the methodology used in the research of team roles in family businesses, with a focus on family business quality in one specifi

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Farrington, Shelley, Elmarie Venter, and Christo Boshoff. "The influence of family and non-family stakeholders on Family Business success." Southern African Journal of Entrepreneurship and Small Business Management 3, no. 1 (2010): 32. http://dx.doi.org/10.4102/sajesbm.v3i1.21.

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<p>The greatest threats to the growth, success and survival of a family business are primarily issues related to family relationships. The involvement of non-family members has also shown to present many threats as well as opportunities for the family business. Because of the increasing number of sibling teams among family businesses this article focuses on the impact of family and non-family members’ involvement on the success of sibling-owned family businesses. Key stakeholders identified as influencing a Sibling Partnership are parents, non-active sibling shareholders, spouses, and no

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Hoffman, James, Mark Hoelscher, and Ritch Sorenson. "Achieving Sustained Competitive Advantage: A Family Capital Theory." Family Business Review 19, no. 2 (2006): 135–45. http://dx.doi.org/10.1111/j.1741-6248.2006.00065.x.

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Although it has been long asserted that family businesses hold advantages over nonfamily businesses, to date, there have been very few theories developed as to exactly why family businesses hold competitive advantages over nonfamily businesses. This article introduces the concept of family capital and proposes that family capital has potential impact on business performance. Specifically, this article suggests that family businesses with high levels of family capital possibly do hold a sustained competitive advantage over family businesses with low levels of family capital and/or nonfamily bus

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Frankl, Razelle. "Teleministries as Family Businesses." Marriage & Family Review 15, no. 3-4 (1990): 195–205. http://dx.doi.org/10.1300/j002v15n03_12.

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Purba, Golrida Karyawati, Audrey Natasha Surya, Prem Lal Joshi, and Anshu Tyagi. "Is the Earnings Quality of Family Businesses Better Than Non-family Businesses?" GATR Accounting and Finance Review 8, no. 2 (2023): 36–53. http://dx.doi.org/10.35609/afr.2023.8.2(1).

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Objective - This study aims to prove whether the earnings quality of family businesses is better than non-family businesses to address two conflicting theories regarding the quality of family business earnings: agency theory and socioemotional wealth theory. Methodology/Technique –. This research uses a regression model to examine the influence of family business/non-family business characteristics on earnings quality. To obtain robust results, this research measures earnings quality using 5 measurement proxies, including measurements of available opportunities for earnings management, earning

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Viony Rahmawati and Rusnandari Retno Cahyani. "Family Business." Jurnal Manuhara : Pusat Penelitian Ilmu Manajemen dan Bisnis 2, no. 3 (2024): 298–302. http://dx.doi.org/10.61132/manuhara.v2i3.1055.

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Family business, businesses owned and inherited by family members, play an importantrole in the Indonesian economy. Despite its long-term benefits and legacy potential, familybusinesses are also challenging. In carrying it out, maintaining the good name of the family,providing business knowledge to family members, and overcoming difficulties in reachingagreements are key factors. Several figures such as Moores and Barrett, Marpa, Dussault, andPoza provide different views regarding the definition of a family company. However, thepoint is that this company is family owned, involved in management

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Maldonado-Guzman, Gonzalo, Sandra Yesenia Pinzón-Castro, and Araceli Alvarado-Carrillo. "Corporate Social Responsibility in Family and Non-Family SMEs in Mexico." International Business Research 11, no. 8 (2018): 171. http://dx.doi.org/10.5539/ibr.v11n8p171.

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Corporate social responsibility (CSR) has been practically oriented towards large companies, and few studies have analyzed this construct in a context of family businesses, but there are few studies that relate CSR in small and medium-sized enterprises Family businesses (SMEs) and non-family businesses. Therefore, this empirical study has the essential objective of analyzing CSR in a context of family and non-family SMEs in Mexico. The results show that CSR is exactly the same in both family SMEs and non-family SMEs in Mexico.

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Kansara, Dharmi. "Family Values and ESG: Exploring Responsible Business Practices in Family Enterprises." RESEARCH HUB International Multidisciplinary Research Journal 12, no. 5 (2025): 77–88. https://doi.org/10.53573/rhimrj.2025.v12n5.009.

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Family-owned businesses, which are frequently driven by ingrained values, a long-term perspective, and close community ties, face both special opportunities and difficulties when it comes to implementing Environmental, Social, and Governance (ESG) practices as the world’s focus on sustainability and corporate responsibility grows. This study investigates the relationship between generational leadership, governance frameworks, and ethical business practices in order to determine how family values affect ESG engagement in family businesses. The study employs a mixed-methods approach, integrating

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Beach, Betty. "Family Support in Home-Based Family Businesses." Family Business Review 6, no. 4 (1993): 371–79. http://dx.doi.org/10.1111/j.1741-6248.1993.00371.x.

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The home-based family business draws in family members on both formal and informal levels. This article focuses on the role that families play, particularly when home-based work is chosen as a means to reconcile work and family demands. The article outlines the mechanics by which families become involved, noting the importance of spouses and children in providing both ideological and practical support for the business.

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STEINEROWSKA-STREB, Izabela. "Internationalization of Polish enterprises. A comparative analysis of family and non-family businesses." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 150 (2021): 255–66. http://dx.doi.org/10.29119/1641-3466.2021.150.19.

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Purpose: The study aimed to determine whether family businesses in Poland are as involved in international activity as non-family businesses. Moreover, the intention was to identify differences in the forms of foreign expansion employed by family and non-family firms. Design/methodology/approach: The objectives were pursued based on primary research conducted in 188 family firms and 223 non-family firms operating on the Polish market. Findings: The analysis of the results indicates that family firms conduct business activity outside the domestic market significantly less frequently than non-fa

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von Ritter, Carolina, Dominik K. Kanbach, Thomas K. Maran, Sascha Kraus, and Marina Dabic. "Navigating long-term orientation, adaptability and crisis response: a strategic view on family business resilience." International Journal of Entrepreneurial Behavior & Research 31, no. 11 (2025): 194–213. https://doi.org/10.1108/ijebr-12-2024-1451.

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PurposeThe concept of resilience has garnered significant attention during recent global crises. Family businesses are often highlighted for their inherent resilience, attributed to their distinctive characteristics, orientation, goals and familial influence. Nonetheless, a coherent body of research on strategies for family business resilience uncovering managerial implications remains elusive.Design/methodology/approachThe authors performed a systematic literature review followed by a synthesis and inductive analysis of 57 selected articles to identify strategies that strengthen family busine

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Azman, Ana Batrisyia, and Mohd Aliff Abdul Majid. "Role of Family and Survival Strategies of Micro-Family Food Business during COVID-19 Pandemic." Journal of Tourism and Services 14, no. 26 (2023): 153–72. http://dx.doi.org/10.29036/jots.v14i26.489.

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This study aimed to investigate the challenges faced, and strategies adopted by micro-family food businesses (MFFB) in Malaysia and examine the family's role in managing such businesses during the COVID-19 crisis. A qualitative research approach was employed, using semi-structured interviews with MFFB owners. The interviews ceased after six participants, ensuring data saturation and the interpreted data's trustworthiness is explained. The findings revealed that MFFB faced multiple challenges, including a drop in sales, business closure, financial instability, and pressure on fixed costs. Besid

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Stafford, Kathryn, and Michael J. Tews. "Enhancing Work—Family Balance Research in Family Businesses." Family Business Review 22, no. 3 (2009): 235–38. http://dx.doi.org/10.1177/0894486509337410.

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Rothausen thoroughly reviews the literature on work—family balance in traditional workplaces and provides a useful framework for determining a healthy balance between work and family in a family business context. This article addresses Rothausen’s contributions to enhancing work—family research in family businesses, and it specifies areas for further research using a fit model. Work family scholars have the potential to integrate research in economics, sociology, and psychology and so help form interdisciplinary teams to conduct research on family businesses.

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Roessl, Dietmar. "Family Businesses and Interfirm Cooperation." Family Business Review 18, no. 3 (2005): 203–14. http://dx.doi.org/10.1111/j.1741-6248.2005.00042.x.

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The objective of this article is to formulate hypotheses as to cooperation tendencies and capabilities in family businesses. As a first step, the circumstances under which inter-company cooperation arrangements originate are presented on the basis of an analysis of the relevant literature. Then, these circumstances are compared to cooperation-related characteristics of family businesses, thus identifying factors that hinder or encourage cooperation. This leads to the hypothesis that family businesses tend to be less willing to enter into cooperation arrangements as many characteristics of fami

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Borralho, João, and Maria Isabel Duarte. "Determinants of Dividend Payout in Unlisted Spanish Family and Non-Family Firms." European Journal of Family Business 12, no. 2 (2022): 124–36. http://dx.doi.org/10.24310/ejfbejfb.v12i2.14572.

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The present study analyzes dividends paid in unlisted family and non-family businesses, exploring factors that lead to higher or lower dividend payments. Data from 612 Spanish companies during 12 consecutive years was analyzed. This study indicates that family businesses, as a result of the greater proximity of the family to the business, pay lower dividends. However, we found evidence of higher dividends paid in pyramid structures, susceptible to higher agency costs, both in family and non-family businesses. In family businesses, this can be explained by their aim to maintain levels of trust

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Sedliačiková, Mariana, Natália Poláková, Hussam Musa, and Jarmila Schmidtová. "Controlling tools in family and non-family businesses: A case study of woodworking and furniture industry." Equilibrium. Quarterly Journal of Economics and Economic Policy 19, no. 3 (2024): 1035–74. http://dx.doi.org/10.24136/eq.3056.

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Research background: Many studies point to the fact that the use of controlling in family businesses differs from that in non-family businesses and depends on factors that cannot be observed in non-family businesses. The research into the application of controlling tools in family and non-family businesses operating in the woodworking and furniture industry in Slovakia as a unique interconnection of the issues of family businesses, controlling and the Slovak woodworking and furniture industry has not been so far carried out. Purpose of the article: The aim of the paper is to identify significa

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Lin, Ying-Fen. "Corporate governance, excess compensation, and CEO turnover in family and non-family businesses." Corporate Ownership and Control 4, no. 2 (2007): 46–52. http://dx.doi.org/10.22495/cocv4i2p4.

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The replacement of a CEO is one of the control mechanisms that companies employ to reduce the agency problems. This paper divides companies into non-family businesses and family businesses and investigates the influence of outside directors, outside blockholders, and excess compensation in CEOs termination process. The samples used in the paper come from manufacturing companies in Taiwan listed between 1996-1997; the analytical method is logistic regression model. The conclusion is as follows: 1. the characteristics of family businesses, corporate governance, and excess compensation have no co

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Mahomed, Yaaser, and Vuyokazi Mtembu. "Business Succession in Indian Family Businesses in South Africa." Journal of Economics and Behavioral Studies 13, no. 3(J) (2021): 73–80. http://dx.doi.org/10.22610/jebs.v13i3(j).3182.

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Family businesses play a pivotal role economically and socially in most countries. The study aimed to identify and understand the experiences of Indian family businesses in South Africa with regard to business succession. A quantitative research approach was used with data collected through Google forms online survey. Data was collected from sixty (60) business people from Indian-owned family businesses in South Africa. The study interrogated the following factors which have an influence on family business succession: business ownership influence in succession, business readiness for the exit

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Joko Pramono, Agus, Bahrullah Akbar, Bahagia Tarigan, Rusmin Rusmin, and Emita Wahyu Astami. "The role of family businesses and active family members in environmental performance." Environmental Economics 14, no. 1 (2023): 91–103. http://dx.doi.org/10.21511/ee.14(1).2023.09.

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There is a growing concern about environmental issues, particularly carbon emissions, in many countries. Indonesia, with its huge population, also suffers from excessive carbon emissions. This study aims to investigate the effect of family businesses on environmental performance, specifically carbon emission disclosure. This study also explores the role of the family supervisory board and management on the quality of carbon emission disclosure. The study employed 62 non-financial family-listed firms in 2017–2019 (186 observations). The analysis found a positive and significant relationship bet

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Lee, Myung-Soo, and Edward G. Rogoff. "Research Note: Comparison of Small Businesses with Family Participation versus Small Businesses Without Family Participation: An Investigation of Differences in Goals, Attitudes, and Family/Business Conflict." Family Business Review 9, no. 4 (1996): 423–37. http://dx.doi.org/10.1111/j.1741-6248.1996.00423.x.

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This study investigates three important issues in a family business: (1) Whether there is a significant difference, relative to their goals and attitudes, between owners of businesses with family participation and owners of businesses without family participation; (2) whether owners of businesses with family participation perceive higher levels of business-family conflict than owners of businesses without family participation; and (3) whether owners of businesses with family participation view business-family conflict as a significant impediment to their business performance. We conducted a su

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Iwu, Chux Gervase, Nobandla Malawu, Elona Nobukhosi Ndlovu, Tendai Makwara, and Lucky Sibanda. "Sustaining Family Businesses through Business Incubation: An Africa-Focused Review." Journal of Risk and Financial Management 17, no. 5 (2024): 178. http://dx.doi.org/10.3390/jrfm17050178.

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The influence of business incubation systems on family businesses in African economies has not been thoroughly investigated despite the potential contribution of family businesses to Africa’s economic expansion and the attainment of development goals outlined in the Africa Development Agenda 2063 and the Sustainable Development Goals. Therefore, this study investigates the potential benefits that family businesses in Africa can derive from engaging in business incubation. This study utilised an integrative literature review methodology to investigate the research question. Twenty-three peer-re

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