Journal articles: 'Family-owned business enterprises – Botswana – Management'

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Gulbrandsen, Trygve. "Flexibility in Norwegian Family-Owned Enterprises." Family Business Review 18, no. 1 (March 2005): 57–76. http://dx.doi.org/10.1111/j.1741-6248.2005.00030.x.

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This article discusses whether family ownership affects a firm's adoption of flexible manpower and organization practices. The results presented in the article show that the important divide is not between family-owned and nonfamily businesses: family businesses with a professional top manager differ from nonfamily firms only as regards one of seven flexibility measures. More important is whether the owners choose to be in charge of the day-to-day running of the firm themselves (owner-management) or leave it to a professional manager. In owner-managed family businesses, five out of seven practices for increased flexibility prevail less frequently than in both family businesses with a professional manager and nonfamily firms. Owner-managers are, then, more skeptical of adopting new management principles and personnel policies than are professional managers.

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de Kok, Jan M. P., Lorraine M. Uhlaner, and A. Roy Thurik. "Professional HRM Practices in Family Owned-Managed Enterprises*." Journal of Small Business Management 44, no. 3 (July 2006): 441–60. http://dx.doi.org/10.1111/j.1540-627x.2006.00181.x.

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Denison, Daniel, Colleen Lief, and John L. Ward. "Culture in Family-Owned Enterprises: Recognizing and Leveraging Unique Strengths." Family Business Review 17, no. 1 (March 2004): 61–70. http://dx.doi.org/10.1111/j.1741-6248.2004.00004.x.

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Through years of consulting experience and culture research, a fuller picture of family firms began to emerge. It became increasingly clear that family business sustainability and accomplishment were rooted in something deeper, something beyond superficial explanation. Belief in the innate value and uniqueness of family business culture drove collaboration on this project between the disciplines of family business and organizational behavior. The goal was to critically examine family business culture and performance relative to nonfamily firms. The Denison Organizational Culture Survey, a cultural assessment tool that has linked corporate culture to financial performance, was administered to a sample of 20 family businesses and 389 nonfamily businesses, allowing us to compare their cultures. The results showed that the corporate cultures of family enterprises were more positive than the culture of firms without a family affiliation. Family enterprises scored higher on all 12 dimensions of the assessment tool. Despite the small sample, several of these differences were statistically significant. This suggests that family firms perform better because of who they are. In addition, recent research that shows they also perform better because of what they do strategically. Their histories and shared identities provide a connectedness to time-tested core values and standards of behavior that lead to bottom-line success.

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Pinzón-Castro, Sandra Yesenia, Gonzalo Maldonado-Guzmán, and José Trinidad Marín-Aguilar. "Innovation Adoption in Mexican Small Family Firms." International Business Research 11, no. 4 (February 23, 2018): 7. http://dx.doi.org/10.5539/ibr.v11n4p7.

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Innovation is a topic that has been widely analyzed and discussed in the literature of business and management sciences and there a far and wide consensus among scholars, researchers and professionals that innovation activities should be considered not only as a business strategy but also as a daily activity in enterprises, especially in small and medium-sized ones. However, a high percentage of theoretical and empirical published investigations have focused in the innovation activities of big enterprises while only a small percentage has analyzed this construct in small and medium-sized enterprises. Only a few of them have focused in small, family-owned enterprises even when this type of business is the most representative of the economy and society in country around the world. Therefore, the main goal of this empirical research is the analysis of adopting innovation activities in small, family-owned businesses in an emerging country, as it is the case of Mexico. The results obtained show that there is a clear adoption of innovation in products, processes and management systems from small family businesses.

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Mbo, Mbako, and Charles Adjasi. "Performance drivers in SOES: Botswana power corporation perspective." Risk Governance and Control: Financial Markets and Institutions 6, no. 3 (2016): 35–46. http://dx.doi.org/10.22495/rcgv6i3c2art5.

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This paper investigates performance drivers in a State Owned Enterprise from a perspective of contending organizational theories. It is based on BPC, an SOE that has gone through varied performance trends under different business models over the last 44 years. The study uses both qualitative and quantitative data from the last 15 years and finds that good performance has been supported by notions of the agency, stewardship and resource theories while a blanket pursuit of the stakeholder theory undermined sustainable performance, just as public choice theory implications. Two perspectives emerge: a broadened view of the agency theory reconciling traditional shareholder centric interests with those of the wider society and a residual societal benefits inherent in the public choice theory.

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Gubitta, Paolo, and Martina Gianecchini. "Governance and Flexibility in Family-Owned SMEs." Family Business Review 15, no. 4 (December 2002): 277–97. http://dx.doi.org/10.1111/j.1741-6248.2002.00277.x.

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This article presents an empirical study that uses a sample of 83 small and medium-size enterprises (SMEs) based in Northeast Italy. The study analyzes the impact of nonfamily management on the corporate governance structure. We employ an original framework, based on the New Theory of Property Rights, to analyze corporate governance models in SMEs. Moreover, this article offers a definition of flexibility of the corporate governance model. We also analyze the correspondence between corporate governance systems and organizational structures.

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Dupuis, Daniel, Martin Spraggon, and Virginia Bodolica. "Family business identity and corporate governance attributes: Evidence on family-owned enterprises in the UAE." Corporate Ownership and Control 14, no. 4 (2017): 122–31. http://dx.doi.org/10.22495/cocv14i4art11.

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Over the past decades, the empirical evidence on the intersection of family businesses and corporate governance has flourished significantly in the context of developed economies. Yet, little is known to date about the effectiveness of various governance mechanisms in family-owned enterprises operating in emerging markets. Due to the evolving nature of corporate governance frameworks in these markets, family business practitioners need to enhance their knowledge about governance arrangements that may lead to superior performance outcomes. Our aim is to contribute to the literature and assist practitioners by exploring the relationship between family business identity and corporate governance attributes in family-run companies located in the UAE. Data related to organisational background, familial identification and governance devices were gathered from secondary sources for a sample of 195 UAE-based family firms. Based on quantitative data analyses, we uncover the prevailing characteristics of family businesses in the UAE and identify how the familial identification of its members is associated with structural attributes of board of directors and top management team (e.g., size, family relatedness, gender and cultural diversity). The concluding section discusses the contributions of our study and delineates priorities for future research in the field.

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Tundui, Charles Stephen, and Hawa Petro Tundui. "Performance drivers of women-owned microcredit funded enterprises in Tanzania." International Journal of Gender and Entrepreneurship 12, no. 2 (February 27, 2020): 211–30. http://dx.doi.org/10.1108/ijge-06-2019-0101.

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Purpose The purpose of this paper is to investigate performance drivers of women-owned businesses that are funded primarily through microcredit. It draws on Storey’s theory of small business growth and family embeddedness axiom to examine the factors that drive the performance of businesses that are funded primarily through microcredit. Design/methodology/approach The paper uses a cross-sectional survey that covered 208 women business owners who had access to microcredit. The authors use a logistic regression analysis to model the relationship between independent variables and enterprise performance. Findings The paper demonstrates that microcredit plays a significant role in business performance. The credit amount has the most significant influence on the enterprise capital base, whereas the effect on profits is insignificant. Also, owners are more likely to report growth in profits if they possess skills in business management. In addition, younger business owners and necessity entrepreneurs are more likely to report success in their businesses. Other factors that have a significant effect on business performance are product cycle, loan use and family support. Originality/value Many women in Tanzania are entering business ownership and depend on microcredit as their primary source of capital for starting and growing their businesses. However, just a few businesses grow into small and medium-sized enterprises. For informed policy decisions, it is important that the factors influencing the performance of funded businesses are known and well understood. This understanding will help the government and development practitioners assist women in achieving business growth rates that could warrant their empowerment and poverty reduction prospects.

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Karofsky, Paul I. "Interview with Sampath Durgadas." Family Business Review 13, no. 4 (December 2000): 339–44. http://dx.doi.org/10.1111/j.1741-6248.2000.00339.x.

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In November 1998, Paul I. Karofsky visited with several family-owned and -managed businesses in India. The powerful cultural and family influences on family-owned enterprises sparked his desire to interview Sampath Durgadas, a visiting professor and consultant to family businesses at the Institute of Management in Bangalore. Over a 12-year period, Mr. Durgadas conducted extensive experiential research on the nature of transition in three family-owned companies. Although the focus of his work is on the four South Indian states of India, he traveled widely throughout the country. His book, entitled Inheriting the Mantle: Managing Succession in Indian Family Business , is under publication by Sage Publications New Delhi.

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Kayser, Gunter, and Frank Wallau. "Industrial Family Businesses in Germany—Situation and Future." Family Business Review 15, no. 2 (June 2002): 111–15. http://dx.doi.org/10.1111/j.1741-6248.2002.00111.x.

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Family businesses play an outstanding role in the German economy. Even in the manufacturing sector—seemingly dominated by large, multinational companies—90,431 out of 107,094 companies are family owned and led by a member of the owner family. In 2001, the authors, in a study conducted on behalf of the Federation of German Industry (BDI e.V.), and Ernst & Young carried out an in-depth survey of the structural qualities, strategic activities, and competitive strengths and weaknesses of family businesses in the manufacturing sector. The data of the survey were generated by a postal survey and cover approximately 1,000 respondents. The major findings are as follows: Although family members make the decisions in family enterprises, a wide range of experts from within or without the enterprise are consulted in the run up to crucial decisions. Between 1998 and 2000, turnover and employment were extremely favorable in family-owned manufacturing companies. Although manufacturing family businesses have a rather small number of products and customers due to their high degree of specialization, they export their products worldwide. Increasingly, the enterprises are intensifying their service orientation and entering into cooperative relations with other enterprises, even in sensitive strategic areas like R&D. This leads to the conclusion that despite the continuing high ranking of values such as independence and keeping the enterprise under the influence of the family, enterprises are open for cooperative activities within and without the firm.

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Lesetedi, Gwen N. "Urban-rural linkages as an urban survival strategy among urban dwellers in Botswana: the case of Broadhurst residents." Journal of Political Ecology 10, no. 1 (December 1, 2003): 37. http://dx.doi.org/10.2458/v10i1.21649.

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This paper studies the role of urban-rural linkages as survival strategies and as a form of economic security in the face of increasing levels of urban unemployment. The study focuses on the residents of Broad hurst,a suburb of Gaborone, Botswana and presents the result of a survey of 360 households.The households contained 1560 people of whom 90.9% were 45 years old or less. Urban-rural linkages included the continuation of part time work and residence in the rural area and the continued management of land and livestock in the rural area. In all, 91.9% of the households interviewed owned property in rural areas while 70.3% owned residential land, 64.7% owned farmland, 63.9% owned livestock, 56.7% owned grazing lands, 14.4% owned business plots and an additional 9.4% owned other forms of rural property. Linkages with the rural area were reinforced through participation in social activities, exchange of goods and services, and the consultation with rural people primarily over family matters and the consultation by rural relatives on work or ﬁnancial matters.Key words: urban-rural linkages, survival strategy, economic security, Botswana, Gaborone, Broadhurst, rural-urban migration, migrants, land tenure, property, livestock, household, rural development, urban survey.

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Goffee, Robert, and Richard Scase. "Proprietorial Control in Family Firms: Some Functions of “Quasi-Organic” Management System." Family Business Review 4, no. 3 (September 1991): 337–52. http://dx.doi.org/10.1111/j.1741-6248.1991.00337.x.

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The purpose of this paper is to investigate the strategies of managerial control which are used by the proprietors of family-owned business enterprises. Interviews with the proprietors and senior managers of businesses in the building industry illustrate the “quasi-organic” nature of management structures. These grant some autonomy to senior managers without threatening proprietorial decision-making prerogatives. Although the family firm has certain distinctive features, similar control strategies designed to ensure that delegated decisions are “reliable” and “responsible” are evident in various types of business enterprise. There is, then, scope for further comparative research within a conceptual framework which does not entirely divorce the family firm from other business organizations.

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Tagiuri, Renato, and John Davis. "Bivalent Attributes of the Family Firm." Family Business Review 9, no. 2 (June 1996): 199–208. http://dx.doi.org/10.1111/j.1741-6248.1996.00199.x.

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Although family-owned and managed firms are the predominant form of business organization in the world today, little systematic research exists on these companies. This paper builds upon insights found in the emerging literature on these enterprises and upon our own observations to provide a conceptual framework to better understand these complex organizations. We introduce the concept of the Bivalent Attributes—a unique, inherent feature of an organization that is the source of both advantages and disadvantages— to explain the dynamics of the family firm.

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Węcławski, Jerzy. "The Role of the Family in Polish Family Enterprises." Annales Universitatis Mariae Curie-Skłodowska, sectio H – Oeconomia 55, no. 1 (May 11, 2021): 85. http://dx.doi.org/10.17951/h.2021.55.1.85-99.

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The sector of family enterprises is smaller in Poland than in countries with a long tradition of market economies. A large part of the family business is owned by the generation of their owners. The purpose of this article is to define the role of the family in ownership, management and supervision in family enterprises. Empirical research was conducted in 2014 based on the CATI questionnaire. The research covered a randomly selected nationwide sample of seven hundred and fifty-eight medium and large enterprises, of which three hundred and ninety-six entities were qualified on the basis of the SFI as family enterprises. The empirical data were evaluated based on the analysis of the structure of the population, the analysis of interdependencies and cluster analysis. The results of the research allowed formulation of three conclusions. Firstly, in the majority of enterprises, the family of owners has a dominant share in equity capital. Secondly, the company managements are relatively narrow and dominated by people from the generation of founders. Thirdly, supervisory bodies are found in a few enterprises and are made up in large part by the owners’ family members. This characteristic of Polish family enterprises leads to a generalizing statement that as family enterprises, they are mostly in the initial stage of development.

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Neneh, Brownhilder Ngek. "Family Support and Performance of Women-owned Enterprises: The Mediating Effect of Family-to-Work Enrichment." Journal of Entrepreneurship 26, no. 2 (July 28, 2017): 196–219. http://dx.doi.org/10.1177/0971355717716762.

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The objective of this article was to examine the mediating role of family-to-work enrichment (FWE) on the relationship between family support and the performance of women-owned businesses. Empirical data from 251 women entrepreneurs in South Africa were used to assess the postulated relationship. The findings showed that all three examined types of family support (i.e., emotional, instrumental and financial family support) were positively associated with firm performance. Additionally, affective FWE mediated the relationship between emotional support and performance, while instrumental FWE mediated the association between instrumental family support and performance. The study culminates with a discussion of the implications of the study, by emphasising the need for the current system to take into account the distinctive needs and challenges of women entrepreneurs and provide the necessary support and environment to foster their growth and prosperity.

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Wong, Siu-lun. "The Chinese Family Firm: A Model." Family Business Review 6, no. 3 (September 1993): 327–40. http://dx.doi.org/10.1111/j.1741-6248.1993.00327.x.

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Three aspects of Chinese economic familism are distinguished: nepotism, paternalism, and family ownership. This essay is mainly concerned with the last aspect and the resultant phenomenon of the prevalence of family firms among privately owned Chinese commercial and industrial enterprises. It is argued that such firms are not necessarily small, impermanent, and conservative, because they tend to behave differently at various stages of their developmental cycle. Four phases of development—emergent, centralized, segmented, and disintegrative—are identified and discussed. This Chinese pattern is then compared with its Filipino and Japanese counterparts.

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Welsh, Dianne H. B., and Peter Raven. "Family Business in the Middle East: An Eexploratory Study of Retail Management in Kuwait and Lebanon." Family Business Review 19, no. 1 (March 2006): 29–48. http://dx.doi.org/10.1111/j.1741-6248.2006.00058.x.

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The Middle East is a growing, lucrative marketplace that has recently captured the interest of the world for political as well as economic reasons due to the War in Iraq, which began in 2003. This exploratory study examines the relationship between retail small/medium enterprises (SMEs) that are family business owned, organizational commitment, and management and employee perceptions of customer service on a number of dimensions. The results suggest that managers and employees of family-owned businesses in the Middle East behave in ways similar to those in Western countries; however, there are differences, probably related to cultural characteristics. The Middle East is a richly diverse region, a myriad of unique cultures. As the market becomes more sophisticated, the importance of service quality increases. Global retailers can benefit from this study by better understanding the managers and employees in the region and the pivotal role of the family on business. Implications for practice are discussed.

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Jabeen, Fauzia, Mohd Nishat Faisal, Huda Al Matroushi, and Sherine Farouk. "Determinants of innovation decisions among Emirati female-owned small and medium enterprises." International Journal of Gender and Entrepreneurship 11, no. 4 (November 7, 2019): 408–34. http://dx.doi.org/10.1108/ijge-02-2019-0033.

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Purpose The purpose of this study is to investigate the factors that influence the innovation decisions of Emirati women-owned small and medium-sized enterprises (SMEs). Design/methodology/approach This study uses a two-phased approach. In the first phase, empirical research on 50 Emirati female entrepreneurs is conducted to discover the extent of innovation in their ventures. In the second phase, the study uses an analytical hierarchy process (AHP) to prioritize factors considered important in facilitating business innovation among SMEs. The AHP model is developed with 9 criteria and 25 sub-criteria based on the previous literature. Face-to-face interviews are conducted with Emirati female entrepreneurs operating nascent (n = 10), start-up (n = 10) and established innovative (n = 10) businesses to collect data for the AHP study. The data collected are interpreted and a priority vector is assigned to each criterion and sub-criterion. Findings Female SME owners prioritize government policies, research and development, innovation strategy and skill development as the main criteria that influence their innovation decisions. Family support, access to external financing, social networks and the allocation of funds are the main sub-criteria affecting their decisions to be innovative. Furthermore, respondents who are in the nascent business stage consider family motivation as the greatest influence on initiating new ideas through financial and moral support. Among all respondents, the nascent business owners rank skill development the highest because they are still in the initial stages of their business journeys, and thus, obtaining these skills could help them increase innovation and success in their ventures. However, respondents in the established stage rank innovation strategy the highest. Research limitations/implications The study results can help policymakers and women’s associations, such as businesswomen councils, identify the specific inhibitors and facilitators linked to innovation and, thereby, help develop various effective policies to promote innovation among Emirati women-owned SMEs. Originality/value The study is one attempt to facilitate innovation among Emirati women-owned SMEs through its efforts to discover the determinants of innovation efforts at nascent, start-up and established business stages as defined by the Global Entrepreneurship Monitor (2012). The study can help Emirati women-owned SMEs understand the critical factors influencing innovation and can encourage them to incorporate innovative characteristics for business growth and resilience. Furthermore, the study can provide insights for policymakers, financial institutions and non-governmental organizations on factors hindering innovation among Emirati women-owned SMEs, which may serve as a tool for creating resilience among female entrepreneurs.

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Koh, Annie, Esther Kong, and Giuseppe Timperio. "An Analysis of Open Innovation Determinants: the Case Study of Singapore based Family owned Enterprises." European Journal Of Family Business 9, no. 2 (December 31, 2019): 85–101. http://dx.doi.org/10.24310/ejfbejfb.v9i2.5678.

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Family businesses play an important role in the growth of global economy, and while they are arguably perceived as a conservative form of organization with high risk aversion and reluctance to change, counterintuitive empirical evidence show that they are most effective in ideation and commercialization of innovation projects. In the current business environment of rapid change in work patterns, fast adoption of enabling technologies for seamless collaborations across industry and geography, along with intense competition and high uncertainty, enterprises have no choice but to maximize returns on innovation investments. Therefore, they are increasingly dependent on an ecosystem-based approach to innovation management, which has shown greater likelihood to create radical innovations and enable profit generation.The objective of this paper is to analyse determinants of open innovation practices in family-owned enterprises in consideration of the joint effect of in-company enablers and external factors. Drawing on a sample of 33 Singapore based family-owned firms, our findings confirmed the key drivers such as family and business culture, access to external funds, government supported initiatives, market dynamics, partnership, network, family capital, and external network. Managerial implications about the necessity to leverage both environmental determinants and internal innovation capabilities to foster novel business ideas are also highlighted in the conclusion of the paper.

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Tobak, Júlia. "Ownership Structures within Hungarian Family Businesses – Theories and Practice." Applied Studies in Agribusiness and Commerce 12, no. 1-2 (May 2, 2018): 35–40. http://dx.doi.org/10.19041/apstract/2018/1-2/5.

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We can talk about family business if the notions of family, ownership and business are closely connected to each other, namely if the business is in the possession of the family, managed and controlled by the family members. A family owned company is a business where a family has the majority ownership and/or the majority management and at least one family member actively works in the firm, the family owns the business. The study contains the results of research on ownership structure of family owned businesses. The examined family businesses are interested in longterm preservation of values, thus succession of generations plays a key role in their case. They attaches great importance how the ownership structure develops. The methotology to know more about the ownership structure of family businesses 11 expert interviews were made between november 2016 and september 2017 with owners and next generations of family owned agri-food enterprises in Hungary. A case study has been prepared too in this topic with the participation of companies with different activities (production, service, trade). In order to classify the analysed companies six categories of ownership were developed. These are non-owner, emotional owner, partial owner, controlling owner, majority owner and exclusive/ sole owner. Each generation of the analysed FBs were classified to these categories. According to the results the analysed family owned companies even are sharing the property within family. There are only two interviewed companies whose case we can talk about exclusive/sole ownership. JEL Classification: G32

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Bjuggren, Per-Olof, and Lars-Göran Sund. "Strategic Decision Making in Intergenerational Successions of Small- and Medium-Size Family-Owned Businesses." Family Business Review 14, no. 1 (March 2001): 11–23. http://dx.doi.org/10.1111/j.1741-6248.2001.00011.x.

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This paper deals with intergenerational successions of small and medium-size enterprises (SMEs). Entrepreneurs face an unavoidable succession dilemma: they must make either explicit or implicit strategic decisions about transitioning ownership of the family business. The main alternatives are to sell the company to someone outside the family or to make arrangements for an interfamily succession. In the latter case, there are many transition modes, e.g., through a gift of shares or a will. This paper uses decision trees to analyze intergenerational successions problems. One conclusion of the paper is that it is important for a society to provide a legal system that facilitates transitions of family companies within the family because the legal system will, among other positive factors connected with family businesses, preserve idiosyncratic knowledge of family character.

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Ulrich, Patrick, and Robert Rieg. "Doing the unexpected – Why German family firms differ from non-family firms in management accounting, planning, and risk integration." Corporate Ownership and Control 18, no. 1, Special Issue (2020): 226–41. http://dx.doi.org/10.22495/cocv18i1siart1.

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In the management accounting literature, planning and budgeting play important roles. In theory and practice, it is assumed so far that companies rely mainly on expected values in the context of planning. Scenarios and risk aspects (in the sense of volatility) play only a minor role. Against the background of new digital possibilities, the discussion on the integration of risk aspects in planning and management accounting is, however, gaining speed again. This applies in particular to family-owned companies, which have always been attested in the literature to have a more risk-averse management style than other companies. The article deals with the question of why companies have so far not or only poorly integrated risk aspects into operational planning and budgeting. This article deals with the consideration of risk aspects in corporate planning based on a sample of 261 German companies. The results of the empirical analysis show that family enterprises and non-family enterprises differ significantly from each other in terms of the consideration of risk aspects. While risk aversion should actually lead to family businesses integrating risks more closely, exactly the opposite is the case. A line of argumentation based on socioemotional wealth (SEW) is being used for this purpose.

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Gupta, Saurabh, and Ruchi Tyagi. "A Case Study on the Human Resource Management Practices in the Family Owned versus Professionally Managed Business Enterprises." Asian Journal of Research in Business Economics and Management 8, no. 7 (2018): 1. http://dx.doi.org/10.5958/2249-7307.2018.00060.9.

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Bodolica, Virginia, and Martin Spraggon. "Contractual and relational family firm governance: Substitution or complementarity?" Corporate Ownership and Control 8, no. 1 (2010): 497–507. http://dx.doi.org/10.22495/cocv8i1c5p1.

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In this paper we argue that substantial weaknesses in corporate governance structures may be responsible for the pervasive failure of family firms to survive into the next generation. Aiming to improve extant knowledge on governance of family-owned enterprises that might boost their prosperity and longevity, we advance an integrative conceptual model which builds on boundary theory premises and accounts for the interdependencies among multiple governance arrangements. In particular, we suggest that the choice of an optimal governance configuration is dependent upon the way family firms manage the boundaries between their family and business identities. By combining contractual and relational devices of family firm governance into a single study, our model seeks to contribute to the ongoing debate in the literature regarding the existence of substitution effects and complementarity between alternative governance mechanisms.

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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 (November 1, 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 interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.

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Guo, Huiting, Fangjun Wang, and Junrui Zhang. "Attitudes Of Chinese Listed Enterprises Toward Cash Flow Manipulation: A Resource Dependence Perspective." Journal of Applied Business Research (JABR) 29, no. 1 (December 28, 2012): 263. http://dx.doi.org/10.19030/jabr.v29i1.7572.

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The prevalence of cash flow manipulation has drawn much scholarly attention in China and worldwide, especially since the exposure of the accounting scandals at Enron, WorldCom, and Qwest. Cash flow status also provides a sound basis for corporate valuation. Using a sample of 12,251 firm-year observations from 1999 to 2009, this study thus investigates the attitudes and behavioral patterns of state-owned enterprises (SOEs) and non-SOEs in China toward cash flow manipulation. From a point of departure of resource-dependence theory, we find that non-SOEs tend to manipulate cash flow upward, whereas SOEs are more prone to manipulate cash flow downward. We also demonstrate that non-SOEs are more inclined to manipulate their cash flow statements compared with SOEs. The reason behind this differing behavior could be that non-SOEs are reliant on cash and funds from entities, such as governments and banks, and thus, they falsely enhance cash flow and firm performance in order to signal their solvency and thereby reduce financing costs. By contrast, since SOEs always receive sufficient cash inflows from both government sources and state-owned banks, the managers of these firms are unconcerned about cash flow shortages, which lessens their motivation to manipulate the figures. Indeed, this study finds that these managers may even reduce reported cash flow intentionally in order to obtain government assistance. Therefore, investors and regulators should make their judgments on the cash flow of entities based on their status as SOEs or non-SOEs.

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Khosa, Risimati Maurice. "Intra-transfer of ownership factors and external transfer of ownership effects: evidence from the Gauteng enterprising community, South Africa." Journal of Enterprising Communities: People and Places in the Global Economy 14, no. 5 (October 14, 2020): 765–85. http://dx.doi.org/10.1108/jec-04-2020-0053.

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Purpose This paper aims to determine the perceptions of family-owned small enterprises on the external transfer of ownership and intra-transfer of ownership using empirical data. This permitted the research to successfully point out the factors that influence the internal transfer of ownership, and also, the effects of intra-transfer of ownership from a viewpoint of both family members and non-family members in small family-owned enterprises. Design/methodology/approach A quantitative research design was used to conduct this research, where primary data was gathered from a sample of 257 respondents using convenience and snowball sampling techniques. Data was collected through a survey instrument distributed via internet-based surveys (SurveyMonkey) and through a drop-off method. The gathered data was then captured, coded and analysed using Stata (version 15) statistical software. Findings The results divulged that intra or internal transfer of ownership is the preferred avenue compared to external transfer of ownership. This is because, when a family business is transferred to the next generation, it presents some benefits to family members working in the business and to the family at large. As a result, the empirical results show that factors that influence the internal transfer of ownership include: favouritism; security, stability and growth; a formal and structured succession plan. Business improvement and organisational change are then the effects of external transfer ownership. Although these effects make business sense, family members will advocate for internal transfer of ownership for them not to lose the benefits that come with the internal transfer of ownership. Research limitations/implications This paper adds to the current family business research in South Africa, thus reducing the shortage of such research. Moreover, the paper proposes further research that will provide tested, practical and detailed guidelines of survival in the next generation. Practical implications The paper empirically highlights the perils of selecting a successor based on favouritism rather than merit and possible consequences, thereby assisting those involved in family enterprise succession to make an informed decision when choosing a successor. Originality/value This research paper provides empirical evidence of the internal transfer of ownership factors and external transfer of ownership effects from a South African perspective.

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Saridakis, George, Yanqing Lai, Rebeca I. Muñoz Torres, and Anne-Marie Mohammed. "Actual and intended growth in family firms and non-family-owned firms: are they different?" Journal of Organizational Effectiveness: People and Performance 5, no. 1 (March 12, 2018): 2–21. http://dx.doi.org/10.1108/joepp-04-2017-0033.

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Purpose Drawing on the motivation theory and family business literature, the purpose of this paper is to investigate the influence of family effect in growth behaviour of small-and-medium-sized enterprises (SMEs) in the UK. Design/methodology/approach The authors first compare the actual and expected growth of family and non-family-owned SMEs. The authors then compare the growth behaviour of small family firms managed by owner-directors and small family businesses co-managed by family and non-family directors with the non-family-owned SMEs. Findings The authors find a negative effect of family ownership on actual and intended small business growth behaviours. In addition, the findings also suggest that small family firms co-managed by non-family and family directors are no different from non-family-owned firms, in terms of reporting past actual growth in employment size and turnover as well as expecting growth in workforce size and turnover. The authors also observe a significant difference in anticipating sales growth between family-controlled and non-family-controlled firms. However, this difference is not explained by the heterogeneity of a top management team. Practical implications The study has important implications for managerial practice to family firms and on policies that improve the growth of SMEs. Specifically, the competence of managers and decision makers matters considerably in evaluating the efficient operation of the business and maximising the economic growth in SMEs. Originality/value The study makes two important theoretical contributions to small business growth literature. First, the findings underline a negative family effect in the actual and expected growth behaviour of SMEs. Second, the mode of family ownership alone may not sufficiently capture family effect and offer a thorough understanding of growth behaviour in SMEs.

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Mahérault, Loïc. "The Influence of Going Public on Investment Policy: An Empirical Study of French Family-Owned Businesses." Family Business Review 13, no. 1 (March 2000): 71–79. http://dx.doi.org/10.1111/j.1741-6248.2000.00071.x.

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This article focuses on the lack of capital available to small, private, family-owned businesses or businesses in which the manager and his or her family hold more than 51% of the total number of shares. It claims that being listed might be the best way to overcome this lack of capital. The article starts from the established view that access to financial resources is not easy for small family-owned businesses (Coleman & Carsky, 1999; De Visscher, Aronoff, & Ward 1995; Harvey & Evans 1995). In questioning the generally admitted frontier between investment and financing policies (Modigliani & Miller, 1958, 1963), this empirical work is on the fringe of standard financial theory. The study is carried out on two samples of small French family firms. The first is composed of 46 private companies, the second of 49 listed companies. All companies are SMEs (small and medium-size enterprises) and are nearly the same size. Empirical results are based on two cross-sectional analyses (1992, 1993). Linear regressions between investment and financial constraints are presented for the two samples separately. Results are very different, depending on whether the firm is listed. The description of private firms' investment is consistent with the pecking order theory (Myers & Majluf, 1984) and financial constraints clearly appear. The description of listed family firms is more classical: investment and financing policies seem to be independent. Finally, quoted family-owned businesses do not seem to suffer from lack of capital.

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Ammar, Sonia, and Jet Mboga. "Entrepreneurship and Family Owned Enterprises Model for Long-Term Growth and Success: The Case of Sinokrot." Economit Journal: Scientific Journal of Accountancy, Management and Finance 1, no. 2 (June 16, 2021): 122–36. http://dx.doi.org/10.33258/economit.v1i2.450.

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This article explores the startup, growth, and success factors of Sinokrot Global Group. Sinokrot, a family-owned enterprise located in the Palestinian West Bank. Sinokrot began as a local confection in the West Bank, focusing on Agro-Industries and Agriculture, which has expanded into the global market. The firm employs permanent and seasonal workers from surrounding fifty villages and cities. It accounts for three thousand five hundred workers in Palestine society and ships to over twenty countries worldwide. Despite political and economic challenges in Palestine and the Middle East, Sinokrot has set modern successful business ventures in the Palestinian and other emerging markets. This case study on Sinokrot, now termed Sinokrot Holdings, examines factors that contributed to the success and survival of Sinokrot. A structured interview method is used to elicit relevant information from top management of Sinokrot on its sustainable growth and entry into global markets. We will discuss implications for entrepreneurs in less developed nations. An entrepreneurship success model for family-owned businesses is proposed.

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Anastakis, Dimitry. "From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904–2004." Business History Review 78, no. 2 (2004): 213–53. http://dx.doi.org/10.2307/25096866.

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In the century since its founding, the Ford Motor Company of Canada has evolved from a relatively independent entity within the Ford empire, with a strong element of minority ownership and its own overseas subsidiaries, to a fully integrated and wholly owned part of Ford's North American operations. The unique emergence and transformation of Ford-Canada among Ford's foreign enterprises is explained by Canada's changing automotive trade policies, the personal relations of the Ford family with its Canadian offspring, and a corporate strategy pursued by Henry Ford's successors and the American Ford company, which sought to bring Ford-Canada more directly under Detroit's control.

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Zhu, Jian An. "Case Study of Entrepreneurship and Family Business Succession on the View of Life Cycles." Advanced Materials Research 468-471 (February 2012): 484–87. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.484.

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In the most common cases, the first generation creates his business, accumulates wealth and waits for the right chance to hand them over to the second generation. The case study on Fotile Co. provides a perspective of both entrepreneurship and succession of family business. In 1996, Mao Li Xiang and his son, Mao Zhong Qun, started together a business on kitchen products. On the view of product life cycle, Mr. Mao Senior produced the clip reeds subcontracting for the state-owned TV set company and electric gas-lighting for international trade which were manufactured with imitation and at last waned after several years, until in 1996 he devoted himself to the third products, Chinese kitchenware, and beat Western technology with domestic technology and design in meeting the needs in Chinese kitchens. On the view of his individual life cycle, Mr. Mao Senior began with the accountant and salesman in commune and brigade enterprise in the 1970’s, manager of in the township and village enterprises in the 1980’s and the owner of family business in 1990’s when he handed over the right of control and finished the professionalization of management, the upgrading of enterprises as well.

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Muhumed, Zubaida, Virginia Bodolica, and Martin Spraggon. "Inside an African family business estate: the founder’s legacy and the successor’s dilemma." Emerald Emerging Markets Case Studies 7, no. 3 (July 31, 2017): 1–28. http://dx.doi.org/10.1108/eemcs-01-2017-0012.

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Subject area Family business. Study level/applicability Specialized undergraduate courses, Elective MBA courses. Case overview This case study uncovers the remarkable story of the relentless growth and sporadic weakening of Nurul Ain (NA) Limited, a family business conglomerate with major operations in the Eastern region of Africa. The case provides an opportunity to follow the different stages of development of this family-owned organization through a sequence of strategic events and family dynamics that led to its recurrent success, decline and rejuvenation. Despite the numerous successes of NA Limited since its establishment in the early 1990s, the ambiguous relationship between family, ownership and management systems has caused a ripple effect of strategic, structural and governance challenges that threaten the sustainability of the family business. Nowadays, the founder faces the pressing challenge of ensuring his legacy remains intact and is passed over to his chosen successor, who, in turn, is confronted with the dilemma of joining the family business or pursing an independent career outside NA Limited. Shedding light on the complexity of today’s family-run organizations, the case allows examining the effectiveness of strategic decision-making in an emerging market context by applying a variety of family business principles, theories and frameworks. Expected learning outcomes Discuss the sources of competitive advantage and the typical challenges that family firms face in the context of emerging markets. Perform a comprehensive corporate diagnosis and examine the specificities of strategic management process in family businesses. Assess the succession management practices in family-run organizations and design a profile of successful successor. Discuss the effectiveness of various corporate governance mechanisms in the context of family-owned enterprises. Evaluate the strategic choices of the top management team and offer recommendations for securing the family business longevity. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

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Tan, Wee-Liang, and Siew Tong Fock. "Coping with Growth Transitions: The Case of Chinese Family Businesses in Singapore." Family Business Review 14, no. 2 (June 2001): 123–39. http://dx.doi.org/10.1111/j.1741-6248.2001.00123.x.

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Families control more than half of the corporations in East Asia (World Bank, 1999; World Bank, 1998). The contribution of family businesses to Asia's economic growth is predicated upon successfully growing their businesses. Many family businesses in East Asia, spanning countries such as Taiwan, Hong Kong, Indonesia, Singapore, and Malaysia, are Chinese owned and managed. Some claim that these businesses will never develop into full-fledged multinational enterprises because of their cultural heritage (Redding, 1990). However, some Chinese family businesses have successfully made the transition. This paper presents an in-depth study of five Chinese family businesses in Singapore that have successfully made the transition in growth and size and across national boundaries and family generations. Their business empires extend into the Asia Pacific region. This paper highlights the key success factors of these five noteworthy family businesses that enabled them to make these growth transitions.

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Chiang, Hsiangtsai, and Huey Jiuan Yu. "Succession and corporate performance: the appropriate successor in family firms." Investment Management and Financial Innovations 15, no. 1 (January 23, 2018): 58–67. http://dx.doi.org/10.21511/imfi.15(1).2018.07.

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Among the founders of family firms, succession is the greatest challenge to long-term success. According to The Family Firm Institute (n.d.), only about 30% of family businesses survive into the second generation, 12% are still viable into the third generation, and only about 3% of all family businesses operate into the fourth generation or beyond. In contrast to Western countries, the sustainable development of family-owned enterprises within Chinese society must rely on the operation of enterprises. Succession, being inevitable, can reduce the value of a company. This study sought to identify the appropriate succession plan to maintain business value and family’s wealth. The main purpose of this study is to discuss the relationship between a family’s succession, the successor, and firm performance. The sample is comprised of listed firms in Taiwan with necessary data from the Taiwan Economic Journal Database (TEJ). The period extends from 1996 till 2016. Securities, financial firms, and other elements of incomplete information are excluded from the sample. The research sample including 1,286 firms and 13,849 firm-year data, 2,918 of which indicate succession issues. This study employed regression model and investigated the relationships between family succession, the successor, and corporate performance. The main findings indicate that succession negatively influences corporate performance. However, an internal successor is better than an external one, and children successors are better than other relatives.

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OUABDESSELAM, Lyes, and Fethi NOUI. "THE ALGERIAN FAMILY BUSINESS AND THE UPGRADING PROGRAMS: A QUALITATIVE APPROACH." International Journal of Research -GRANTHAALAYAH 5, no. 4 (April 30, 2017): 238–45. http://dx.doi.org/10.29121/granthaalayah.v5.i4.2017.1816.

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In order to support SMEs in their modernization and competitiveness efforts, the authorities have put in place a support strategy through the various support programs led by the Ministry of Industry and Mines (ex- Ministry of Small and Medium-Sized Enterprises and Crafts) in collaboration with the European Commission, such as the Euro-SME Development Program (EDPME). In this context, this work was carried out in order to help clarify one of the upgrading programs carried out in Algeria. The aim is to discover the real situation of one of the family SMEs in Algeria. In this study, we adopted a qualitative approach focusing on the often intuitive management mode of the company. This study made it possible to make an inventory and a strategic diagnosis of the targeted family business and tries to shed light on the obstacles to the achievement of the overall objectives of the upgrading operations. This study made it possible to carry out an ex-post evaluation and reveal a set of obstacles to the development of Algerian family-owned SMEs. This publication aims to contribute to the capitalization of the experience of the upgrading programs in Algeria.

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Bianchi, Massimo, Joshua Onome Imoniana, Laura Tampieri, and Jelena Tesic. "Comparing the role of managerial control in micro family business start-up in Bosnia Herzegovina, Brazil and Italy." Corporate Ownership and Control 7, no. 2 (2009): 224–37. http://dx.doi.org/10.22495/cocv7i2c1p5.

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This paper compares the role of managerial control in Micro, Small and Medium Enterprises (MSMEs) startup in Bosnia Erzegovina, Brazil and Italy respectively in the district of Banja Luka, San Caetano and Forlì-Cesena. The main reason for this emergent topic is the survey carried out in the various countries that shows that informal controls outweighs the formal controls in the MSME and that there is a good evidence that such businesses are family owned. The most interesting result of the research was the discussion on MSMEs control system that is interwoven by the role and features of managerial control in Family Business (FB). In this regard, should we assume as empirically demonstrated in model (Fig.1) together with Greiner statements, developed by other Authors (Quinn, Cameron 1983), the general framework allow us to maintain the hypothesis that the control level in the first phases of MFB startup is low and limited to punctual check and operative one.

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Theodore, John. "The Lack Of Industrialization, The Limited Number Of Private Corporations, And The Retardation Of Management In Private Business Enterprises In Greece." Journal of Business Case Studies (JBCS) 8, no. 2 (February 8, 2012): 169–76. http://dx.doi.org/10.19030/jbcs.v8i2.6803.

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The purpose of this article was to examine and evaluate how 1) the late arrival of industrialization in Greece and the subsequent de-industrialization of the country deterred the formation and expansion of private corporations and impeded the mergers of small private enterprises in creating larger ones in the corporate form of business and 2) how the limited presence of private corporations retarded the development of management. Corporations are created through a planned initial formation and/or through the mergers of smaller corporate and non-corporate entities, such as proprietorships, partnerships, and family-owned non-stock corporations. Subsequently, the ample factors of production within the corporation allow the formation of professional management and the principles of organization which result in advanced managerial and organizational performance.

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Guedes, Maria João. "Editorial: Corporate governance and ownership: Changing towards an accountable, sustainable, responsible but profitable corporation." Corporate Ownership and Control 18, no. 1 (2020): 4–6. http://dx.doi.org/10.22495/cocv18i1editorial.

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In recent years, corporate governance has been a popular topic of research, especially in the aftermath of corporate scandals and financial crisis. These events highlighted the effects that weak corporate governance may have in corporations, resulting in poor management decisions and financial performance, and even ending in the collapse of some corporations. This new issue (volume 18, issue 1) of the journal Corporate Ownership and Control contains an interesting selection of articles, with contributions on the role of different types of ownership (e.g., family and state-owned enterprises) and corporate governance mechanism, from internal control to new forms of socially responsible accountability in order to enable the corporations to ensure a commitment to all stakeholders and a safe global environment for the future.

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Herawati, Aty. "TRAINING OF COCONUT BUSINESS STRATEGIES AS MICRO, SMALL BUSINESS, MEDIUM ENTERPRISES IN MERUYA SELATAN VILLAGE." ICCD 1, no. 1 (December 14, 2018): 384–88. http://dx.doi.org/10.33068/iccd.vol1.iss1.57.

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The development of the industrial sector, whether large, medium, small, micro or home industry, is basically an effort to improve the standard of living and welfare of the people. The development of the industrial sector is an activity directed towards developing the industry by increasing added value and can create jobs for the community. The household industry also requires workers both adults and young people who have skills. Workers in the production process can come from the family, the surrounding community or outside the area. Therefore a strategy is needed that can empower sustainable communities. Efforts to mobilize resources to develop the potential of the community by developing an entrepreneurial spirit. One form of entrepreneurship is the processing of coconut which can be done on a home industry scale in the Kembangan District area, especially in the South Meruya Village. This location has a location adjacent to the coconut producing area in Banten Province. This service has the purpose of conducting entrepreneurial training by raising awareness of the potential that is owned, knowing and knowing how to obtain raw materials, carrying out the production process and marketing of processed products. The number of participants invited as many as 30 people consisting of people in various RTs in various villages in South Meruya District. The method of implementing this activity refers to a sustainable coaching program. through several stages of business training, mentoring, handling and business networks. The results of the training evaluation revealed that participants stated that training was very useful to improve understanding regarding the effectiveness of interpersonal communication in coconut management.

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Xiang, Dong, and Andrew Worthington. "Finance-seeking behaviour and outcomes for small- and medium-sized enterprises." International Journal of Managerial Finance 11, no. 4 (September 7, 2015): 513–30. http://dx.doi.org/10.1108/ijmf-01-2013-0005.

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Purpose – Model finance-seeking behaviour and outcomes by Australian small- and medium-sized enterprises (SMEs) using firm-level panel data. The paper aims to discuss this issue. Design/methodology/approach – Using firm-level three-year panel data for more than 2,000 SMEs from the Business Longitudinal Database compiled by the Australian Bureau of Statistics, the authors estimate separate models for the seeking of finance (debt and/or equity) and the outcomes of finance seeking (successful or unsuccessful). Key explanatory variables include declared business focus (on financial, cost, operational, quality, innovation, and human resource measures), presence of business plans and other documentation related to successful finance seeking, innovation, indicators for family and foreign-owned businesses, and profitability. Control variables include sales, the number of employees, length of operations, export and import activity, government financial assistance, and industry classification. Findings – Business objectives together with a large number of firm-level characteristics, including firm age, size, industry and sales, profits, growth and exports, significantly affect both finance-seeking behaviour and outcomes. The authors find evidence that the pecking-order and agency cost theories of capital structure at least partly explain the financial behaviour of Australian SMEs. Research limitations/implications – Several of the responses in the underlying survey data are qualitative so the authors are unable to assess how the strength of these relationships varies by the levels of sales and profitability. Practical implications – The findings show that business objectives significantly affect SME finance-seeking decisions and outcomes. SMEs that focus on profitability or growth have a strong willingness to seek additional finance; in comparison, SMEs that focus on the quality of their products or services are less likely to apply for additional finance. As only half of the SMEs in the sample considered profitability or growth to be a major business focus, core business objectives greatly affect SME financing decisions. Further, pecking-order theory not trade-off theory better explains the financial behaviour of SMEs, yielding evidence that SMEs continue to face financial constraints when pursuing growth. Some evidence also of agency cost theory in the positive effects of family ownership on debt seeking. Originality/value – One of very few studies to examine finance seeking by SMEs, especially in Australia. Further, only study known to include declared business strategy, presence of business plans and other finance-related documentation and innovation in addition to the usual focus on growth and profitability to explain financing behaviour. Very large panel of longitudinal data used to explain financial decision making over time.

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Huang, Chi-Jui. "Board, ownership and performance of banks with a dual board system: Evidence from Taiwan." Journal of Management & Organization 16, no. 2 (May 2010): 219–34. http://dx.doi.org/10.1017/s1833367200002145.

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AbstractThe influence of corporate governance on a firm's performance has recently been studied in industrial enterprises in developed countries, but not in services such as banks with a dual board system in Asia's newly-industrialized economies (NIEs). This research examines the effects of board structure and ownership on a bank's performance using a sample of 41 commercial banks in an Asian NIE (Taiwan). Results showed that board size, numbers of outside directors, and family-owned shares are positively associated with bank performance, whereas the number of supervisory directors has a negative influence on performance. The findings provide empirical support for corporate governance, which improves the performance of banks with a dual board system in Taiwan.

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Huang, Chi-Jui. "Board, ownership and performance of banks with a dual board system: Evidence from Taiwan." Journal of Management & Organization 16, no. 2 (May 2010): 219–34. http://dx.doi.org/10.5172/jmo.16.2.219.

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AbstractThe influence of corporate governance on a firm's performance has recently been studied in industrial enterprises in developed countries, but not in services such as banks with a dual board system in Asia's newly-industrialized economies (NIEs). This research examines the effects of board structure and ownership on a bank's performance using a sample of 41 commercial banks in an Asian NIE (Taiwan). Results showed that board size, numbers of outside directors, and family-owned shares are positively associated with bank performance, whereas the number of supervisory directors has a negative influence on performance. The findings provide empirical support for corporate governance, which improves the performance of banks with a dual board system in Taiwan.

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Li, Liuchuang, Gaoliang Tian, and Wenjia Yan. "The Network Of Interlocking Directorates And Firm Performance In Transition Economies: Evidence From China." Journal of Applied Business Research (JABR) 29, no. 2 (February 13, 2013): 607. http://dx.doi.org/10.19030/jabr.v29i2.7661.

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Using a Chinese sample containing 8727 firm-years over the period from 2005 to 2010, we investigate the economic effect of interlocking directorate networks, and find that firms with central position measured by network centrality in interlocking directorate networks earn superior one- to three-year ahead performance measured by return on assets (ROA) and return on Sales (ROS). We also show that the economic effect of interlocking directorate network is more pronounced in non-state-owned enterprises (NSOEs) compared to state-owned enterprises (SOEs). Our evidence is important, because it shows that to some extent the interlocking directorate network can serve as an solution to the institutional voids which are derived from the reform in Chinese translation economy.

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Harpriya, Harpriya, Rakesh Kumar Sharma, and Ash Sah. "Unorganised entrepreneurship in emerging economies: role of family supporting factors in the development of women-owned micro-enterprises in North India." European J. of International Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ejim.2021.10038519.

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Kurniawan, Aries, Beni Dwi Komara, Muhammad Ghufran Ramdhani, and Ragillia Ragillia. "Strengthening Management of BUMDes to Increase Income and Welfare of Hendrosari Village, Menganti District, Gresik Regency." Kontribusia (Research Dissemination for Community Development) 3, no. 2 (August 14, 2020): 282. http://dx.doi.org/10.30587/kontribusia.v3i2.1328.

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In the PKM program, our partner is the Potential Development of Hendrosari Village, Menganti District, Gresik Regency. The location of this village is close to Benowo District, Surabaya City, East Java Province. This village has the potential to strengthen management in the management of Tourism Villages and the results of products managed by the Village Owned Enterprises. This tourism village is located on village land with an area of around 10 hectares with the potential for nature tourism with the concept of education.Based on the results of interviews and observations there are two problems faced by partners, 1) The lack of optimal management of Village-Owned Enterprises (BUMDEs) that manage Eduwisata. 2) Lack of knowledge and community participation to develop the potential of the village and Lontar Sewu tourism. Some of the things planned by the PKM team are to streghten management BUMDes by holding seminars and workshops to improve the knowledge and abilities of the Hendrosari Village community in general and the BUMDes management in particular. The purpose of this activity is to improve capabilities that have an impact on good business management and increase of capabilities BUMDes management, community and village income.This activity was realized with an approach in the form of making a sustainable cooperation program until the end of PKM, creating a family atmosphere between the two and understanding that the problems experienced were a shared problem so that they could be solved together according to the level of responsibility to achieve the expected benefits, namely increased yields, production and productivity and competitiveness, independence and welfare of the community.

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Hazarika, Bhabesh, and Kishor Goswami. "Micro-entrepreneurship Development in the Handloom Industry." International Journal of Rural Management 14, no. 1 (February 26, 2018): 22–38. http://dx.doi.org/10.1177/0973005218754437.

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Women entrepreneurship is gaining importance all over the world for addressing the development issues of women. Since the inception of the five-year plans, the Government of India has been giving attention towards mitigating the development issues of women such as labour force participation, empowerment, education and gender inequality. Women-owned micro, small and medium enterprises (MSMEs) are contributing significantly towards the economic development of the nation through employment and income generation, poverty eradication, and by bringing entrepreneurial diversity in the economic activities. The handloom industry offers an appropriate setting to analyse the significance of the rural women-owned micro-enterprises towards local economic development. With archaic hand-operated looms, the production mechanism takes place mostly in the rural areas. The present article analyses the factors that affect tribal women to own a handloom micro-enterprise. It is based on primary data collected at firm level from two major tribes in Assam, namely Bodo and Mising. The data were collected from five different districts in Assam where tribal communities are operating handloom businesses. Within the framework of random utility model of economic choice, the findings of the probit model show that age, knowing other handloom micro-entrepreneurs, past history of family business, access to borrowing and risk-taking behaviour have significant and positive influences on the decision of a woman in becoming a handloom micro-entrepreneur. The study suggests for an all-inclusive policy approach for the overall development of handloom industry in the tribal areas.

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Razzak, Mohammad Rezaur, Suaad Jassem, Alima Akter, and Syed Abdulla Al Mamun. "Family commitment and performance in private family firms: moderating effect of professionalization." Journal of Small Business and Enterprise Development 28, no. 5 (April 29, 2021): 669–89. http://dx.doi.org/10.1108/jsbed-05-2019-0165.

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PurposeThe purpose of this research is to examine the interplay between family commitment as a family-centric resource and professionalization of the organization as a firm-centric resource to determine how the two phenomenon come together to enhance business performance in the context of privately held family firms.Design/methodology/approachDeploying the theoretical lens offered by the resource-based view, a conceptual link is developed between family commitment to the firm and firm performance with the potential moderating influence of firm professionalization. The hypotheses are tested using data collected from 357 privately held medium-to-large family-owned manufacturing companies in Bangladesh. The data are analyzed through structural equation modeling using SmartPLS (v.3.2).FindingsThe data analysis suggests that in absence of the moderator; professionalization, family commitment has a positive and significant association with firm performance. While in the presence of the moderator the above relationship is substantially stronger. The findings indicate that when family-specific resources and firm-specific resources are synchronized, it enhances performance of the family firm and puts it on a strong economic footing toward a more sustainable future.Research limitations/implicationsCross-sectional nature of the study exposes it to the specter of common method bias despite the fact that procedural remedies were initiated to minimize the impact of such occurrence. Furthermore, data were collected from a single individual in each organization. Therefore, a longitudinal study with data obtained from multiple individuals at different levels of the organization would possibly yield more robust findings.Practical implicationsLeaders of family firms may find pertinent clues from the outcome of this study. Particularly, the confluence of family commitment to the firm as a family-specific resource and professionalization as a firm-specific resource can be valuable, rare, difficult to imitate and substitute source of competitive advantage for the family business organization.Social implicationsSurvival of family businesses is vital to the global economy as one of the primary drivers of global gross domestic product growth and source of new employment. Policymakers can benefit from the findings of this study to customize policies to nurture growth of family enterprises and incentivize family firms to adopt professionalization through better governance and transparent managerial procedures.Originality/valueA nuanced understanding of how family commitment and firm professionalization combine to significantly improve performance of family firms has not been dominant in the literature. Therefore, findings of this study carry special theoretical implications, because it suggests that both family-specific features and firm-specific features are necessary for enhanced levels of firm-centric business outcomes such as economic performance.

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D’Costa, Diantha, Virginia Bodolica, and Martin Spraggon. "In the uncertain world of Qontrac International: navigating through family, growth and succession management challenges." Emerald Emerging Markets Case Studies 8, no. 4 (November 2, 2018): 1–31. http://dx.doi.org/10.1108/eemcs-06-2018-0153.

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Learning outcomes Upon completion of this case study analysis, the course audience is expected to achieve four learning outcomes. In particular, students should be able to conduct a comprehensive organizational diagnosis to uncover the peculiarities of managing a family business; analyze the specific challenges faced by family-owned enterprises in the context of emerging markets; evaluate the succession management practices in family organizations and design a profile of a successful successor; assess the effectiveness of managerial decision-making and provide recommendations for securing the sustainability of a family firm. Case overview/synopsis This case study unveils the tumultuous story of Vishwanath Shetty, an ambitious entrepreneur who transformed his small venture into a profitable family business with operations in Middle East, Asia and Africa. Since the early establishment of Qontrac International in 1989, he relied on the ownership and management participation of several members of his and his wife’s families. Over the years, Vishwanath was successful in pursuing a strategy of continuous growth and geographic diversification by taking advantage of the business opportunities in several regions and opening up branches in Oman, the United Arab Emirates (UAE), Ghana and India. Yet, almost three decades after its launch, the company was confronted with a number of family, growth and succession management challenges that endangered its survival in the long run. The Shetty family experienced a serious rift due to financial reasons, the performance of the two branches managed by siblings declined, and the old firm structure and management style did not fit well with the newly enlarged and geographically dispersed Qontrac International. To deal with these organizational issues, Vishwanath was faced with an additional dilemma of securing the support of a suitable intra-family candidate who could join the family business and become his successor. By describing the strategic events and family dynamics that shaped the evolution of Qontrac International over time, the case provides an opportunity to assess the effectiveness of managerial decision-making in the context of family firms and provide viable recommendations for ensuring firm survival and longevity. Complexity academic level Upper-level undergraduate audience Graduate audience (in Master of Global Entrepreneurial Management program). Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Strategy.

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Razzak, Mohammad Rezaur, Raida Abu Bakar, and Norizah Mustamil. "Socioemotional wealth and family commitment." Journal of Family Business Management 9, no. 4 (November 29, 2019): 393–415. http://dx.doi.org/10.1108/jfbm-09-2018-0050.

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Purpose The purpose of this paper is to determine the elements of family-centric non-economic goals, such as socioemotional wealth (SEW) of family business owners, that drive family commitment. The empirical study further tests whether such relationships are impacted by the aspect of ownership, that is, who controls the firm: founder generation or subsequent generation of owner managers. Design/methodology/approach Deploying the SEW and stakeholder theories, this study proposes a conceptual link between soecioemotional wealth dimensions and family commitment. The study is based on a survey of 357 private family firms in Bangladesh involved in manufacturing ready-made garments. The respondents are all in senior-level management positions in their respective firms and are members of the dominant owning family. Findings Prior to considering the moderating effect of controlling generation, the results indicate that four out of five FIBER dimensions of SEW affect family commitment, except for binding social ties. The study also finds that when a comparison is made between the founder generation and the subsequent generation of family firm managers, it is the latter that manifests significantly higher levels of family commitment when the focus is on the two FIBER dimensions of SEW: binding social ties and identification of family members with the firm. Research limitations/implications Although the cross-sectional nature of the study exposes the study to the specter of common method bias, procedural remedies were initiated to minimize the likelihood. Furthermore, data were collected from a single key informant in each organization. Therefore, both a longitudinal study and corroborating data from more than one individual in each firm would possibly provide a more robust picture. Practical implications Key decision makers from within the family who wish to see their subsequent generation remain engaged and committed to the family firm may find cues from the fact that focusing on binding social ties and identification of family members with the firm play an important role in ensuring continued commitment to the business by their successors. Social implications Family businesses are recognized to be vital contributors to most societies around the globe, both as employment generators as well as catalysts of economic activities. Hence, policy makers may derive pertinent information from the study in adopting policies to nurture and ensure survival and continuity of family-owned businesses, by understanding how family-centric non-economic goals impact family’s desire to commit resources, time and effort to the enterprise from generation to generation. Originality/value Determining the factors that drive continued engagement and commitment of family members to the business enterprise is a phenomenon that needs to be better understood in order to ensure continuity and survival of family enterprises across generations. This study attempts to provide a more nuanced understanding of how different components of family-centric goals, such as SEW, impact family commitment. The study contributes to theory building by providing a conceptual link that demonstrates the components of SEW that are most pertinent in terms of ensuring higher levels of family commitment to the family-owned business.

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Journal articles on the topic 'Family-owned business enterprises – Botswana – Management'

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