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Готові списки джерел за темами / First-generation family firm

Добірка наукової літератури з теми "First-generation family firm"

Автор: Grafiati

Опубліковано: 19 червня 2021

Оновлено: 1 лютого 2022

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Статті в журналах з теми "First-generation family firm":

1

Badrul Muttakin, Mohammad, Arifur Khan, and Nava Subramaniam. "Family firms, family generation and performance: evidence from an emerging economy." Journal of Accounting in Emerging Economies 4, no. 2 (July 1, 2014): 197–219. http://dx.doi.org/10.1108/jaee-02-2012-0010.

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Purpose – The purpose of this paper is to examine the impact of family ownership on firm performance. In particular the authors investigate whether family firms outperform non-family firms and whether first generation family firms perform better than second generation family firms in an emerging economy using Bangladesh as a case. Design/methodology/approach – This study uses a data set of 141 listed Bangladeshi non-financial companies for the period 2005-2009. The methodology is based on multivariate regression analysis. Findings – The result shows that family firms perform better than their non-family counterparts. The authors also find that family ownership has a positive impact on firm performance. The analysis further reveals intergenerational differences where family firms and performance are associated positively only when founder members act as CEOs or chairmen. However, when descendents serve as CEOs or chairmen family firms are associated with poorer firm performance. Originality/value – The authors extend the findings of previous studies that investigate the family ownership and firm performance relationship in developed economy settings, but neglected emerging economies. The study also informs the literature about the intergenerational impact of family firms on performance in an emerging market.

2

Naldi, Lucia, Francesco Chirico, Franz W. Kellermanns, and Giovanna Campopiano. "All in the Family? An Exploratory Study of Family Member Advisors and Firm Performance." Family Business Review 28, no. 3 (May 26, 2015): 227–42. http://dx.doi.org/10.1177/0894486515581951.

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This exploratory study investigates the relationship between family members serving in an advising capacity and family firm performance. Integrating the stewardship and agency perspectives, we predict an inverted U-shaped relationship between the number of family advisors and family firm performance. We argue that the generation in control moderates this relationship such that family member advisors have a positive relationship with performance in first-generation family firms and an inverted U-shaped relationship with performance in later-generation family firms. Our empirical analysis on a sample of 128 Swedish family firms confirms our hypotheses. In the concluding section, we discuss results, contributions and future research directions.

3

Maseda, Amaia, Txomin Iturralde, Gloria Aparicio, Lotfi Boulkeroua, and Sarah Cooper. "Family board ownership, generational involvement and performance in family SMEs." European Journal of Management and Business Economics 28, no. 3 (October 7, 2019): 285–300. http://dx.doi.org/10.1108/ejmbe-07-2018-0071.

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Purpose In order to deepen our knowledge of governance of family firms, the purpose of this paper is to focus our attention on the relation between family owners who are members of the board of directors and firm performance. Also, this study sheds more light on how the generation in charge of the family firm affects that relationship, as generational involvement may be a unique predictor of governance behavior in these firms. Design/methodology/approach The authors applied a cross-sectional ordinary least squares regression model to test the hypotheses on a sample of 313 non-listed Spanish family SMEs. The authors suggest the possibility of a non-linear relationship between the percentage of ownership by family members of the board of directors and firm performance, and specifically, the authors propose an S-shaped effect that implies two breakpoints. Findings The authors find not only that an inverted U-shaped relationship exists, but also an S-shaped relationship between family board members’ ownership and firm performance in family SMEs. Nevertheless, the results are different in comparing first-, second- and later-generation family firms. Originality/value This is one of the few empirical studies that examine the relationship between family board ownership and firm performance in the context of non-listed family SMEs. The authors consider that the influences of family directors on the board of directors as well as the concentration of family ownership on the board of directors are worth studying in non-listed family SMEs. Moreover, previous studies have focused mainly on large listed family firms but not on unlisted ones.

4

Yu, Xiaodong, Laura Stanley, Yuping Li, Kimberly A. Eddleston, and Franz W. Kellermanns. "The Invisible Hand of Evolutionary Psychology: The Importance of Kinship in First-Generation Family Firms." Entrepreneurship Theory and Practice 44, no. 1 (April 2, 2019): 134–57. http://dx.doi.org/10.1177/1042258719838256.

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While previous studies focus on differences between family and nonfamily firms regarding CEO selection and executive compensation, this study investigates differences among family firms with different types of kinship ties. We find that, compared with family firms with close kinship ties, those with distant kinship ties are more likely to appoint a nonfamily CEO and to pay nonfamily executives lower salaries. This relationship is moderated by firm performance and family ownership. Based on evolutionary psychology, we propose that family firms with close versus distant kinships have different motivation levels to preserve socioemotional wealth.

5

Dyer, W. Gibb. "Culture and Continuity in Family Firms." Family Business Review 1, no. 1 (March 1988): 37–50. http://dx.doi.org/10.1111/j.1741-6248.1988.00037.x.

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6

Molly, Vincent, Eddy Laveren, and Marc Deloof. "Family Business Succession and Its Impact on Financial Structure and Performance." Family Business Review 23, no. 2 (June 2010): 131–47. http://dx.doi.org/10.1177/089448651002300203.

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In this article the authors study the impact of a family business transfer on the financial structure and performance based on a sample of 152 small- to medium-sized businesses. The aim is to identify the effects of a succession by relying on panel data gathered over the period 1991 to 2006 resulting in more than 2,000 firm–year observations. The main findings are that a transfer from the first to the second generation negatively influences the debt rate of the company, whereas in successions between later generations this effect is reversed. With respect to firm growth, analyses indicate that in first-generation companies the growth rate decreases after the transition, whereas in next-generation firms no effect on the growth level can be identified. Finally, no evidence is found that a family firm's profitability is affected by succession, which shows that a transfer should not necessarily be seen as a negative event in the life cycle of a family business.

7

Memili, Esra, Hanqing Chevy Fang, and Dianne H. B. Welsh. "Value creation and value appropriation in innovation process in publicly-traded family firms." Management Decision 53, no. 9 (October 19, 2015): 1921–52. http://dx.doi.org/10.1108/md-06-2014-0391.

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Purpose – The purpose of this paper is to examine the generational differences among publicly traded family firms in regards to value creation and value appropriation in the innovation process by drawing upon the knowledge-based view (KBV) and family business literature with a focus on socioemotional wealth perspective. Design/methodology/approach – The authors tests the hypotheses via longitudinal regression analyses based on 285 yearly cross-firm S & P 500 firm observations. Findings – First, the authors found that family ownership with second or later generation’s majority exhibits lower levels of value creation capabilities compared to non-family firms, whereas there is no difference between those of the firms with family ownership with a first generation’s majority and non-family firms. Second, the authors also found that family owned firms with a first generation’s majority have higher value appropriation abilities compared to nonfamily firms, while there is no significant difference in value appropriation between the later generation family firms and non-family firms. Research limitations/implications – The study help scholars, family business members, and investors better understand family involvement, and how it impacts firm performance through value creation and value appropriation. Originality/value – The paper contributes to the family business, innovation, and KBV literature in several ways. While previous family business studies drawing upon resource-based view and KBV often focus on the value creation in family governance, the authors investigate both value creation and value appropriation phases of innovation process.

8

García-Álvarez, Ercilia, and Jordi López-Sintas. "A Taxonomy of Founders Based on Values: The Root of Family Business Heterogeneity." Family Business Review 14, no. 3 (September 2001): 209–30. http://dx.doi.org/10.1111/j.1741-6248.2001.00209.x.

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The new economy offers a large range of opportunities to family businesses if they are able to promote values that allow constantly innovative behavior and business evolution. Although family firms are commonly associated with a traditional way of doing business, this paper shows the heterogeneity among first-generation family firms by building a taxonomy of four groups of founders based on values. The results show the relevance of identifying founders' value systems to understand the founders' influence on family business behavior. This value profile can be a valuable tool for family business owner-managers and advisors in identifying and promoting values that add value to firms without compromising next-generation family firm development.

9

Kosmidou, Vasiliki. "A meta-analytic examination of the relationship between family firm generational involvement and performance." Management Research Review 43, no. 8 (February 24, 2020): 971–87. http://dx.doi.org/10.1108/mrr-07-2019-0306.

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Purpose The purpose of this paper is to examine the relationship between family firm generational involvement and performance. Although researchers have studied this relationship extensively, a complete understanding of its true magnitude and sign is still lacking. Design/methodology/approach This meta-analysis sheds new light on this relationship, integrating the findings of 43 studies with 51 independent samples and 18,802 family firms. Findings The results reveal a small and negative relationship indicating that later-generation family firms perform worse compared to first-generation ones. The authors also show that the relationship is stronger for younger than older and for private than public firms. Finally, the measurements of both variables influence the relationship yielding critical research implications. Research limitations/implications This study suggests that future researchers examining the effects of generational involvement on family firm performance should conduct their analysis using multiple measures of both variables to ensure the accuracy of their results. It also highlights the need of family business scholars to converge to the use of a universal family firm definition, as findings differ significantly in strength and direction depending on which definition is used. Practical implications From a practitioners’ perspective, the findings imply that owners of young and private family firms should consider professionalizing and adopting a balanced top management team composition consisting of both family and non-family members as a way to mitigate the negative effects of “familiness” on performance. Originality/value This study empirically demonstrates the importance of adopting a generational perspective when examining differences in family firm performance.

10

Stockmans, Annelies, Nadine Lybaert, and Wim Voordeckers. "Socioemotional Wealth and Earnings Management in Private Family Firms." Family Business Review 23, no. 3 (June 22, 2010): 280–94. http://dx.doi.org/10.1177/0894486510374457.

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Earnings management in firms has several different motivations. This article examines the preserving of socioemotional wealth as a motive for earnings management in specific types of private family firms by looking at the generational stage, the management team, and the CEO position. The authors’ results suggest that socioemotional wealth may play a role as motive for upward earnings management when firm performance is poor. Under this condition, first-generation and founder-led private family firms seem to have greater incentive to engage in upward earnings management because of the preservation of their socioemotional wealth.

Більше джерел

Дисертації з теми "First-generation family firm":

1

Bäck, Louise, and Essame Allali. "Financial Structures of Family Firms within the GGVV-Region : Focusing on Generational Differences." Thesis, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52760.

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Background: The firm’s choice of the optimal financial structure remains an unsolved problem within finance. The reasoning behind family firms’ specific financial structure differs within various research. The GGVV-region is composed of four small municipalities: Gnosjö, Gislaved, Värnamo, and Vaggeryd. This region is seen as the best dynamic counties in all of Sweden, it is also considered the most successful area of the countryside in terms of its economic contribution. Because of these aspects, it is therefore of great importance to investigate the difference of the financial structure within generations of family firms. Purpose: This paper studies whether there is a correlation between the generation in charge of family businesses within the GGVV-region and the financial structure of the businesses. Aim: The aspiration is that this research will be a good addition to the understanding of family businesses in the GGVV-region along their financial policies within different generations running the firm. Method: This study will contain 42 family firms within the GGVV-region defined as family firms through a questionnaire. The financial structure of the first-generation and non-first-generation family firm will be investigated using their debt ratios throughout the years 2015-2019. The testing is performed through Panel Data Model using Random Effects Model, along with descriptive statistics of the data and a Difference-in-Difference test. Conclusion: No significant difference can be found at any level between the 1GFF and the Non-1GFF when it comes to their financial structure.

2

Yea, Huang Shwu, and 黃琡雅. "A Study of the Intellectual Capital on the First Generation Family Firms and the Second Generation Family Firms on Corporate Performance-An Analysis for Taiwan’s Textile Industries." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/65928844055641277835.

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碩士
實踐大學
企業管理研究所
94
The family firms acts a quite important role in the Taiwan economy development. This study directs at Taiwan's textile family firms with the first and second generation management type, and five managements combination ways. Also deeply discuss the relations between intellectual capital and corporate performance. Achieved, investigating the textile industries first and second generation family firms present situation, and using intellectual capital to corporate performance influence and differences as two main study goals. This study altogether provides 864 portions to ask the volume, recycled 180 portions, and the effective returns-ratio is 20.83%. Using narration material analysis method and so on statistical analysis, T examination, and regression analysis. The penetration real diagnosis result discovered that, the situation of the textile family firms distribute the first generation of operator primarily occupies six tenths, the second generation operator occupies four tenths recently. The management way takes the husbands and wives together management as a majority. The first generation and second generation family firms has a part of difference with the intellectual capital. The diversity of two generations at human capital is not outstanding. The structure capital and the relational capital have parts of differences. The intellectual capital and the corporate performance have the connection. The relational capital and the enterprise achievements reveal the correlation. The part of the human capital and the structure capital is related.

Книги з теми "First-generation family firm":

1

Vosen Callens, Melissa. Ode to Gen X. University Press of Mississippi, 2021. http://dx.doi.org/10.14325/mississippi/9781496832412.001.0001.

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Even for the casual viewer, the Netflix series Stranger Things will likely feel familiar, reminiscent of popular 1980s coming-of-age movies. While Stranger Things and these classic 1980s films are all tales of childhood friendship and shared adventures, they are also narratives that reflect and shape the burgeoning cynicism of the 1980s. Throughout Ode to X: Institutional Cynicism in “Stranger Things” and 1980s Film, Melissa Vosen Callens explores the parallels between iconic 1980s films featuring children and teenagers and the first three seasons of Stranger Things, moving beyond the 1980s Easter eggs to a common underlying narrative: Generation X’s (Gen X) growing distrust in American institutions. Throughout, Vosen Callens demonstrates how Stranger Things draws on popular 1980s popular culture to pay tribute to Gen X’s evolving outlook on three key and interwoven American institutions: family, economy, and government.

Частини книг з теми "First-generation family firm":

1

Leonelli, Simona, Francesca Masciarelli, and Alessandra Tognazzo. "“I'm Your Leader Now, but Do You Trust Me?”." In Research Anthology on Strategies for Maintaining Successful Family Firms, 466–87. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3550-2.ch020.

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Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain their employees' trust which is typically very challenging due to previous generation' influence on the business. The chapter explores how trust in family leaders can impact succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader's perception of their leadership style correspond to non-family employees' perceptions. However, employees' trust in the incumbent is higher than the trust in the successor.

2

Leonelli, Simona, Francesca Masciarelli, and Alessandra Tognazzo. "“I'm Your Leader Now, but Do You Trust Me?”." In Handbook of Research on the Strategic Management of Family Businesses, 85–106. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2269-1.ch005.

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Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain their employees' trust which is typically very challenging due to previous generation' influence on the business. The chapter explores how trust in family leaders can impact succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader's perception of their leadership style correspond to non-family employees' perceptions. However, employees' trust in the incumbent is higher than the trust in the successor.

3

Cuenca, Antonio Carlos, and Tomás F. González-Cruz. "A Configurational Approach to Analyze Family Governance and Family Firm Outcome Preferences." In Advances in Business Strategy and Competitive Advantage, 357–77. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1655-3.ch015.

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This chapter follows the new research current that looks for heterogeneity between family businesses and its consequences. Through a cluster analysis, the chapter presents a taxonomy of four groups with different family government profiles, depending on the scope—number of issues considered—and the level of formalization. Alike, the research describes the different relative importance that each group attaches a to financial and non-financial performance measures, as well as to the dimensions of business and family success. The chapter analyzes a sample of 147 SME family businesses that belong to the tourism industry. All of them are closely held family businesses that range between the first and third generation. Results show how family businesses with wide and formalized family government systems place a special emphasis on those success measures related to stakeholder satisfaction, family satisfaction, and wealth preservation. They present a stronger continuity intention.

4

Vega-Rosado, Luz Leyda. "The 3D IFB SWOT Analysis as a Strategic Tool to Develop Entrepreneurial Plans for Family Businesses." In Research Anthology on Strategies for Maintaining Successful Family Firms, 268–94. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3550-2.ch012.

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This chapter provides a framework that family business members can use to strategically and entrepreneurially evaluate themselves before they prepare the final strategic plan of the family firm. The tool consists of four phases. The first phase is the Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis of the Individuals that are members of the family business. The second phase is the SWOT analysis of the Family's generational groups. Each generation in the family business will work in groups according to their year of birth. The third phase is the SWOT analysis of the Business. The fourth and most important phase is the integration called 3D IFB SWOT Analysis. It is 3D because it is three-dimensional, integrating the Individual, the Family's generations, and the Business.

5

Vega-Rosado, Luz Leyda. "The 3D IFB SWOT Analysis as a Strategic Tool to Develop Entrepreneurial Plans for Family Businesses." In Handbook of Research on the Strategic Management of Family Businesses, 363–89. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2269-1.ch017.

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This chapter provides a framework that family business members can use to strategically and entrepreneurially evaluate themselves before they prepare the final strategic plan of the family firm. The tool consists of four phases. The first phase is the Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis of the Individuals that are members of the family business. The second phase is the SWOT analysis of the Family's generational groups. Each generation in the family business will work in groups according to their year of birth. The third phase is the SWOT analysis of the Business. The fourth and most important phase is the integration called 3D IFB SWOT Analysis. It is 3D because it is three-dimensional, integrating the Individual, the Family's generations, and the Business.

6

Atılgan, Özgür. "The Role of Market Orientation and Organizational Capabilities of Family Businesses on Competitive Advantage." In Advances in Business Strategy and Competitive Advantage, 45–66. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1655-3.ch002.

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Family businesses are described as organizations owned by one or more members of the same family. Most of the business organizations in the world consists of family firms. However, although they constitute a larger share in almost all of the economies, in their first 5 years of operation, 90% of the family businesses disappear. Of the remaining 10%, 67% die or change ownership after first generation. Only 12% survive under current ownership past the third generation. Therefore, in order to maintain the continuity of the business, family businesses have to achieve competitive advantage. One way to achieve competitive advantage is through becoming market oriented. In this connection, the purpose of this chapter is to identify the role of market orientation and the four basic organizational capabilities (entrepreneurial ability, management ability, global ability, and building partnerships ability) on gaining competitive advantage by systematically reviewing relevant concepts, thereby contributing to the existing literature.

7

Sentuti, Annalisa, Gail Denisse Chamochumbi Diaz, and Francesca Maria Cesaroni. "Factors Affecting Women´s Involvement in the Governance of Family Firms." In Handbook of Research on the Strategic Management of Family Businesses, 63–84. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2269-1.ch004.

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The chapter analyzes female involvement in medium-sized family businesses in Central Italy. The empirical analysis focuses on 233 firms over the period 2007-2014, to understand how female representation in corporate governance has evolved in recent years, and to pinpoint the factors tending to encourage/discourage female involvement in the board of directors. A descriptive analysis was conducted, enabling a fuller understanding of how female involvement in governance roles has evolved over the years. A regression analysis was performed to determine if and how specific governance characteristics – such as family ownership and generational stage – may have a bearing on the female presence on the board. The results confirm that female representation is favorably influenced by a strong family presence in the ownership of the business, while family firms under first-generation control exert a negative influence on female involvement.

8

Sentuti, Annalisa, Gail Denisse Chamochumbi Diaz, and Francesca Maria Cesaroni. "Factors Affecting Women´s Involvement in the Governance of Family Firms." In Research Anthology on Challenges for Women in Leadership Roles, 123–44. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-8592-4.ch007.

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The chapter analyzes female involvement in medium-sized family businesses in Central Italy. The empirical analysis focuses on 233 firms over the period 2007-2014, to understand how female representation in corporate governance has evolved in recent years, and to pinpoint the factors tending to encourage/discourage female involvement in the board of directors. A descriptive analysis was conducted, enabling a fuller understanding of how female involvement in governance roles has evolved over the years. A regression analysis was performed to determine if and how specific governance characteristics – such as family ownership and generational stage – may have a bearing on the female presence on the board. The results confirm that female representation is favorably influenced by a strong family presence in the ownership of the business, while family firms under first-generation control exert a negative influence on female involvement.

9

Barabaschi, Barbara, Franca Cantoni, and Roberta Virtuani. "Managing Generational Handover in Family Business." In Advances in Human Resources Management and Organizational Development, 244–63. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4814-1.ch013.

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The aim of this chapter is to highlight the peculiarities of the succession in family-owned businesses and to discuss the main difficulties encountered by second and third-generation entrepreneurs during the succession process. By the use of direct interviews, the authors collected information about the specific role played by the multiplicity of stakeholders involved, first of all the HR function and the relationship with non family employees. The case studies analysed consider family firms that are managing their succession process. Two generations coexist in two cases with family members belonging to different branches of the same family. Non-family managers and employees represents a fundamental stakeholder that influence the success and sustainability of the succession process. One aim of the chapter is to analyse how the HR practices have changed during the succession process considering how the successors entered and integrated with non-family managers and employees according to the management for stakeholders approach.

10

Sztyma, Tamara. "On the Dance Floor, on the Screen, on the Stage." In Polin: Studies in Polish Jewry Volume 32, 165–76. Liverpool University Press, 2020. http://dx.doi.org/10.3828/liverpool/9781906764739.003.0010.

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This chapter examines the Polish Jewish cultural frontier as the cradle of Poland's first mass culture. It identifies Polish Jewish intellectuals and artists that was connected to the entertainment industry, such as in music, film, theatre, and cabaret. It also describes the developments in America during the main centre of popular culture and the entertainment industry, which was mostly shaped by immigrants and several Jews from eastern Europe. The chapter reviews the beginnings of the Polish record industry that dated back to the early twentieth century and mentions the Jewish entrepreneurs that saw both its potential. It discusses Syrena Record as the first record label in Poland that was founded in 1904 in Warsaw by Juliusz Feigenbaum, who drew upon his family's generation-spanning tradition in the music business.