Thematische Bibliographien / Non-family business

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Auswahl der wissenschaftlichen Literatur zum Thema „Non-family business“

Autor: Grafiati

Veröffentlicht am 25. Juni 2021

Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Non-family business"

Maharani, Anita, Laurencia Bernadette Yokung, Ervan Ignasius und Nixon Suwargo. „INTERRELATIONSHIPS BETWEEN NON-FAMILY BUSINESS MEMBERS, NEPOTISM AND PRIDE IN FAMILY BUSINESS SUCCESSION“. Emerging Markets : Business and Management Studies Journal 8, Nr. 1 (17.06.2021): 41–55. http://dx.doi.org/10.33555/embm.v8i1.168.

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The purpose of this study is to raise issues related to the succession of family-owned businesses, influenced by the involvement of members outside the family business and have something to do with nepotism and self-esteem. Conceptually, there is a relationship between members outside the family business, nepotism, and self-esteem in the family business. When there is professional involvement, the effect is positive on the family business's succession. When there is a practice of nepotism, this will harm the family business. And finally, regarding self-esteem, which will have a positive influence on the family business. This research's approach is quantitative, by looking at how much impact the independent variable has on the dependent where the sample of this study is 128 respondents. The results of this study indicate that professional existence does not affect the success of the family business. Simultaneously, nepotism will harm the family business, and then self-esteem will affect the family business's succession.

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KRAŚNICKA, Teresa. „Innovation of Polish family and non-family businesses“. Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, Nr. 150 (2021): 81–98. http://dx.doi.org/10.29119/1641-3466.2021.150.7.

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Purpose: The study aimed to identify differences in the level of innovation of the two types of firms – family (FB) and non-family (NFB) – and understand how the expectations of the management and/or business owners vary regarding the impact of innovations on business performance. Design/methodology/approach: Research questions were formulated based on the review of the findings of the surveys that compared innovation in family and non-family firms worldwide. Then, empirical research was conducted in 334 family and non-family firms in Poland. Findings: The findings do not confirm significant differences in the level of product innovation between FB and NFB. On the other hand, they point to a higher level of innovation measured with the number of process innovations in NFB. Research shows that firms rate the degree to which the expectations of innovation effects were fulfilled relatively low in both types of firms. Research limitations/implications: The applied measurement of the level of innovation according to the number of implemented innovations does not take into account their qualitative aspect, whether they are radical or incremental. The survey (questionnaire and interview) was based solely on the number of innovations declared as implemented by the respondents. Practical implications: The survey findings should inspire managers of family and non-family firms to analyze both the expected effects of the implementation of a particular type of innovation and to assess its actual outcomes. Social implications: Studies show that FB are not less innovative when it comes to implementing new or modified products and services. This contradicts both the opinions and some research results about the conservatism of FB or their stronger orientation towards family goals at the expense of a firm’s growth. Originality/value: This comparative study on FB and NFB innovation fills a gap in the area where knowledge concerning this issue is still scarce in Poland

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YAZICI, Ömer, Douglas MCWILLIAMS und Seydahmet ERCAN. „CSR COMPARISON BETWEEN FAMILY BUSINESSES AND NON-FAMILY BUSINESS“. Business & Management Studies: An International Journal 6, Nr. 1 (25.04.2018): 256–80. http://dx.doi.org/10.15295/bmij.v6i1.231.

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This paper is designed to explore whether family businesses outperform nonfamily businesses regarding Corporate Social Responsibility (CSR) performance. Upon comparing the CSR performances of 64 top family businesses in the US with CSR performances of the top nonfamily businesses in the US; the results have showed that nonfamily businesses outperform family businesses on CSR. Analysis of four out of five categories of CSR performance resulted in favor of nonfamily businesses and no statistical difference was found in one category. Hence, results show that family businesses are reluctant to corporate social responsibility concern. The result of this study may suggest that family businesses are self-interested; however, some research literature may advise otherwise. Strong agency problems and having family influence in the top management team composition may be shown as the main reason behind this phenomenon. Also results show that among the family businesses, increased family member presence in the top management has a positive effect on CSR performance. For further analysis and future studies, recommendations are made in the conclusion section.

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STEINEROWSKA-STREB, Izabela. „Internationalization of Polish enterprises. A comparative analysis of family and non-family businesses“. Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, Nr. 150 (2021): 255–66. http://dx.doi.org/10.29119/1641-3466.2021.150.19.

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Purpose: The study aimed to determine whether family businesses in Poland are as involved in international activity as non-family businesses. Moreover, the intention was to identify differences in the forms of foreign expansion employed by family and non-family firms. Design/methodology/approach: The objectives were pursued based on primary research conducted in 188 family firms and 223 non-family firms operating on the Polish market. Findings: The analysis of the results indicates that family firms conduct business activity outside the domestic market significantly less frequently than non-family firms. The most common form of internationalization chosen by Polish family firms is export and import. Generally, these firms are not interested in joint ventures with foreign partners. Compared to non-family firms, Polish family firms establish divisions abroad significantly less frequently. However, they engage in non-equity cooperation more often than non-family firms. Practical implications: Knowledge about the involvement of family and non-family firms in international activity and their preferred forms of internationalization can be used by business environment institutions. Originality/value: The study results enrich the knowledge on the activity of Polish family firms on foreign markets as compared to similar activity of non-family businesses

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Farrington, Shelley, Elmarie Venter und Christo Boshoff. „The influence of family and non-family stakeholders on Family Business success“. Southern African Journal of Entrepreneurship and Small Business Management 3, Nr. 1 (31.12.2010): 32. http://dx.doi.org/10.4102/sajesbm.v3i1.21.

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The greatest threats to the growth, success and survival of a family business are primarily issues related to family relationships. The involvement of non-family members has also shown to present many threats as well as opportunities for the family business. Because of the increasing number of sibling teams among family businesses this article focuses on the impact of family and non-family members’ involvement on the success of sibling-owned family businesses. Key stakeholders identified as influencing a Sibling Partnership are parents, non-active sibling shareholders, spouses, and non-family members. The primary objectives of this article are thus to evaluate the impact of the stakeholders identified on the success of a Sibling Partnership, by subjecting these relationships to empirical testing, and making recommendations to successfully manage relationships in family businesses. A structured questionnaire was made available to 1 323 sibling partner respondents. The respondents were identified by means of a convenience snowball sampling technique, and the data collected from 371 usable questionnaires was subjected to various statistical analyses. The empirical findings of this study show that both past and present Parental involvement, as well as the involvement of other family members and Non-family employees in the sibling-owned family businesses, significantly impact on its success.Keywords and phrases: Family business, Sibling Partnership, family team, family relationships, spouses, non-active shareholders, stakeholders

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Mikušová, Marie, Václav Friedrich und Petra Horváthová. „Who is More Sustainable? Family Business or Non-Family Business? Czech Evidence“. Sustainability 12, Nr. 14 (09.07.2020): 5540. http://dx.doi.org/10.3390/su12145540.

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

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Abd Aziz, Nurul Ashykin, und Mohd Hizam Hanafiah. „Comparison Study Between Family Business Franchisee and Non-Family Business Franchisee“. Journal of Contemporary Issues and Thought 10 (19.03.2020): 17–26. http://dx.doi.org/10.37134/jcit.vol10.2.2020.

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Sultan, Suhail, André de Waal und Robert Goedegebuure. „Analyzing organizational performance of family and non-family businesses using the HPO framework“. Journal of Family Business Management 7, Nr. 3 (09.10.2017): 242–55. http://dx.doi.org/10.1108/jfbm-07-2017-0021.

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Purpose Many businesses in the world are family-owned. A family-owned business differs from other types of businesses in several ways, because it is composed of both a family and a business. A recurring question in management research has been: which type of business performs better, the family-owned or the non-family owned? An alternative question which in this respect can also be asked, in the light of the high-performance organization (HPO) theory which has become popular these past years, is: which type of business is more likely to become and stay high performing, the family-owned or the non-family owned? To try to answer these questions, many studies have been done in which the performance of family firms was compared with firms that have no family ties, but these studies gave mixed results and conflicting opinions. The paper aims to discuss these issues. Design/methodology/approach It seems evident that a new research approach is needed. A way forward is to use the HPO concept which looks at the factors important for an organization to become an HPO. Thus, the research question which this study attempts to answer is: are there differences in performance between family and non-family businesses, and if so, can these be traced back to differences in the way these businesses deal with the factors of high performance? The research used the HPO questionnaire and interviews to collect data at Palestine family and non-family owned businesses. Findings The research shows that Palestine non-family businesses significantly outperform family-owned businesses. Family businesses thus seem “a living paradox.” Balancing family interest and business interest often requires a compromise between family and business goals. It seems that Palestinian family businesses focus more on family interest by putting the goal of survival and “keeping the business in the family” above (short-term) financial goals. Family businesses might also feel more that the company’s money is the family money, and as a result their investment and expenses strategies are more conservative thus missing possible economic investment opportunities. Research limitations/implications The study results add to the current debate in the literature about which type of business performs better, and at the same time they add knowledge because if there are differences these might be explained by the factors of high performance. In this vein, the study results also contribute to the literature on high performance, as the HPO framework has not been used before for this type of comparative research. Originality/value The study results have practical value because they yield knowledge about the ways to organize a business so it can achieve high organizational results which is of great value to managers attempting to make their organizations perform better.

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NIEHM, LINDA S., NANCY J. MILLER, MACK C. SHELLEY und MARGARET A. FITZGERALD. „SMALL FAMILY BUSINESS SURVIVAL: STRATEGIES FOR COPING WITH OVERLAPPING FAMILY AND BUSINESS DEMANDS“. Journal of Developmental Entrepreneurship 14, Nr. 03 (September 2009): 209–32. http://dx.doi.org/10.1142/s1084946709001314.

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This study identified 14 adjustment strategies employed by household and business managers to cope with overlapping work and family demands using data from 1997 and 2000 versions of the National Family Business Survey (NFBS). Significant differences were found between surviving small family firms by managerial role (single or dual) regarding gross income, gender, number of children under age 18, community size and trade sector. Both surviving and non-surviving enterprises tended to bring household work to the business field when times were hectic and demanding, and took care of family responsibilities while at the business. However, in non-surviving businesses, business managers reported a greater tendency to bring work home, demonstrating that work entered the family field more frequently than in surviving businesses. Managers of surviving businesses were more likely to make financial adjustments by hiring temporary help for the business or home, and less likely to ask others to help in the business without pay. Significant differences were also noted regarding the use of non-financial adjustments; managers of surviving family businesses were able to shift away from business work to spend time on family aspects, and to spend less time sleeping to help the business.

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FAHED-SREIH, JOSIANE, und ABDUL-NASSER EL-KASSAR. „STRATEGIC PLANNING, PERFORMANCE AND INNOVATIVE CAPABILITIES OF NON-FAMILY MEMBERS IN FAMILY BUSINESSES“. International Journal of Innovation Management 21, Nr. 07 (19.09.2017): 1750052. http://dx.doi.org/10.1142/s1363919617500529.

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Drawing upon the resource-based view and agency theories of family businesses, this study examines the role of strategic planning in developing non-family members’ innovative capabilities and the effect of strategic planning on family businesses’ performance mediated by those capabilities. It was found that strategic planning positively affects the business’ performance, it helps non-family members develop their innovative capabilities which have a positive effect on the performance of the business mediating the relationship between strategic planning and performance. A survey was distributed to Lebanese family businesses for data collection. This study contributes to theory and practice; it suggests more fields of studies and helps family firms’ owners in improving the business’ performance.

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Dissertationen zum Thema "Non-family business"

Grobler, Marthinus Petrus Johannes. „Green business and environmental issues: family versus non-family business“. Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1008058.

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The aim of the study was to understand whether family businesses and non-family business differ from one another regarding green business and environmental issues. Green business issues are of global importance for the continued existence of business within the world. Businesses do not exist in isolation but within the context of the environment within which they function. Business has an impact on the environment and the environment has an impact on business. Furthermore, family businesses constitute a large part of the world economy and estimates range from 60-90 percent of GDP contributed by family businesses. In the South African context family businesses also form a significant part of the business environment. A literature study was conducted. The study identified five factors and considered each of these factors in the study. The five factors are: Green Business; Values; Stewardship; Succession; and, Stakeholders. In addition to a literature, primary research was conducted and data were collected by means of a questionnaire that collected data on the factors identified as well as some biographical information, including race, age and the sectors in which the respondents operated. The study’s findings correspond with the literature study, although no clear difference was found between family business and non-family business relating to green business and environmental issues. Family businesses do however believe that they are stewards of the environment and need to care for the environment.

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Carlsson, Christian, und Besmir Duraku. „Motivation within a Family Business : Why are non-family managers motivated to work within a family business?“ Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18380.

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Abstract Problem: Family business is the most common type of enterprise in the world and an elaborative subject to perform research in. However, the linkage between motivation and family business is not common to study, especially form the non-family managers’ perspective. Therefore, this thesis aims to fulfill the missing gap in research concerning motivational factors for non-family managers within a family business. Motivational factors are crucial for individuals in order to perform, although the motivational factors for a non-family manager within a family business is a complex phenomena. Several parameters must be taken into consideration, such as the family businesses characteristics and sources to motivation. Purpose: The purpose of this thesis is to investigate and to reach an understanding for why non-family managers are motivated to work within a family business. Method: The method used in this thesis is a qualitative research with an abductive reasoning, based on ten interviews with eight different family businesses. The interviews include a variation of family businesses, as well as a variation of respondents, in order to receive a wide overview of how motivation is applied in different type of areas. However, the selection of this thesis interviews is based on that all the organizations are medium to large sized family businesses that have both family members and non-family members within their management team. In addition, all the respondents are non-family members, with a management position, within a family business. Results: The result of this thesis argues that the main reasons for why non-family managers are motivated to work within a family business are: The opportunity to be part of the decision making process and the possibility to influence the future culture within a family business.

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Van, Zyl Jacques. „Attraction and retention of non-family business employees“. Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1365.

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The purpose of this research treatise was to identify specific aspects related to employees in a non-family owned business that can be adopted by family owned businesses in order to attract, attain and motivate non-family employees. The focus of the researched aspect was based on seven categories of business management, namely; governance, policies and procedures, direction and planning, leadership, employee development, rewards and other general related characteristics. The research commenced with a literature review, which centered on background information pertaining to family owned businesses and specific aspects related to organisation and management thereof. It was assessed that very few completed research papers exit that addressed the topic as indicated above. The research focussed on a medium sized, non-family owned business within the consulting engineering industry. The physical research consisted of a questionnaire distributed to all of the employees of the particular firm. The questionnaire was made up of two sections. The first was a typical Likert scale type and the second, open ended questions. The questions of both question sets were categorised in specific business control and management topics, namely: - Governance; - Policies and procedures; - Direction and planning; - Leadership; - Employee development; - Rewards; and, - General aspects. The primary objective of this study was to identify and explore the factors that are regarded to be important by unrelated employees in work environment, specifically focusing on attaining, retaining and motivating aspects. The study found that the average employee prefers to have desire for formal management structures and see succession planning not only as an important sustainable business strategy, but also as an underlying motivation principle. Also identified were the partialities towards formal employee management systems, employee development, and the value of monetary rewards.

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Grytsaieva, Tetiana, und Johan Strandberg. „Communication in family businesses : Relationships between family and non-family managers“. Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31118.

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Problem: Family firms often comprise of a complex web of relationships between family and non-family managers that are active within the business. Family enterprises are also known for their closed communication and decision-making practices. It often occurs that families do not include non-family managers into important business-related discussions and do not consult their decisions with managers from outside of the family. At the same time, research in the area of family business defines that the relationships between family and non-family managers are highly linked to the success of a business. With these considerations in mind, this study investigates how family and non-family managers communicate in family businesses. Purpose: The purpose of the thesis is to create an understanding of the phenomenon of communication and information-sharing between family and non-family managers in small and medium-sized family firms in Sweden. In particular, we are investigating the distinctive characteristics of communication, the barriers to effective communication, and what business-related information that is not shared between family and non-family managers. Method: This study is conducted qualitatively, utilising multiple case studies. For the collection of empirical data, we conducted twelve semi-structured interviews with both family and non-family managers in three small and medium-sized family companies located in Sweden. Findings: Our findings show that there are multiple distinctive characteristics of communication in family firms. Additionally, we uncovered several groups of barriers that hinder effective communication between family and non-family managers in family companies. Additionally, we found out that there is numerous business-related information that is not shared between family and non-family managers. Contributions: Our findings contribute to the managerial and theoretical understanding of communication and information-sharing between family and non-family managers in family businesses. This thesis is of interest to any individual working in or with family companies, as well as, academics, who investigate the field of family business.

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Becker, Malin, und Lisa Öhlund. „Non-Family Employees' Interpretations of Organizational Values : A Case Study of a Dispersed Family Business“. Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-78256.

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Geographically dispersed organizations are becoming increasingly common, however, the organizational culture is often weaker in this type of organization due to geographical distances. One important aspect of the organizational culture is the organizational values, and if shared by all organizational members they can benefit the company on many levels, for example by increasing motivation and communication. If employees, on the other hand, fail to interpret the organizational values it may lead to decreased working moral and overall dissatisfaction. In family businesses it is the values of the family that constitute the organizational values, and these may be difficult to communicate to non-family employees, because family businesses often rely on informal communication. The purpose of this thesis is to describe how non-family employees interpret the organizational values of a family business, as well as to increase the understanding of whether geographical distance affects their interpretation. In this thesis we have conducted a qualitative case study, in which ten semi-structured interviews were made in a geographically dispersed family business. We have assumed an employee perspective and have, thus, interviewed non-family employees on the different geographical locations of this family business. The findings from the empirical data showed that the case studied organization does not have any formally written organizational values and the non-family employees have as a result interpreted the values slightly differently. The employees state the organizational values in general terms, which would make them applicable to any organization, or even society at large. In the analysis we compare the theoretical framework and the empirical findings in order to present conclusions for the organization being studied. The analysis will be divided into themes; organizational structure, organizational culture and values as well as the relation between the non-family employees and the family business. We were able to conclude that informal communication is not sufficient in order to efficiently communicate the organizational values in a geographically dispersed organization. Nevertheless, the geographical distance for each workplace respectively could not be identified as the only influencing factor that affects the employees’ interpretation of the organizational values. The organizational structure emerged as a contributing factor. The non-family employees’ interpretations were broad and general in terms of the organizational values. One of our recommendations is for the organization to write down the organizational values and distribute them throughout the organization, which will enable the organizational values to be correctly interpreted by all organizational members.

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De, Lange Juanré Anton. „The influence of selected marketing mix strategies on business performance of small family and non-family businesses in the Eastern Cape“. Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15016.

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Despite the fact that small family and non-family businesses in South Africa are important contributors to economic and social development, their failure rates are still high globally. Major contributing factors to this high failure rate are the lack of marketing skills and ineffective marketing practices. Therefore, the primary objective of this study was to establish what marketing mix strategies are used by small family and non-family businesses in the Eastern Cape and the influence of these strategies on Perceived business performance. The literature review dealt with the nature and importance of marketing, and the traditional marketing mix strategies were elaborated on from a small family and non-family business perspective. The traditional marketing mix strategies (4Ps) identified as influencing the Perceived business performance of small family and non-family businesses, were classified as Product-, Pricing-, Place-, and Promotion strategies. From the literature review, it was evident that the traditional marketing mix strategies have been criticised by a number of studies as not reflecting the holistic marketing concept within the 21st century. Yet, despite its simplicity various studies still find the traditional 4P framework to be a strong staple of the marketing mix. In this study, a quantitative research design was adopted and an exploratory and descriptive research approach of a cross-sectional nature were undertaken. A convenience sampling technique was used owing to the inaccessibility of a small family and non-family business database. The sample size in this study consisted of 195 small family-owned businesses and 145 small non-family businesses operating within the borders of the Eastern Cape. The primary data in this study was gathered by means of a structured, self-administered questionnaire. The measuring instrument was developed by sourcing items from several existing studies. Small family and non-family businesses were approached by fieldworkers and asked to participate in this study. In total 400 questionnaires were distributed, of which 340 were usable for further statistical analyses. Therefore, an effective response rate of 85% was achieved in this study. The validity and reliability of the measuring instrument were confirmed by means of an exploratory factor analysis (EFA) and by the calculation of Cronbach„s alpha (CA) coefficients. The five usable factors that were extracted from the EFA were identified as Pricing strategies, Competitive distribution strategies, Communication process strategies, Low cost promotion strategies and Perceived business performance. The CA coefficient for Pricing strategies indicated that the scale measuring this factor was not reliable due to it falling below the accepted norm of 0.6 and, therefore it was disregarded from further analysis. The CA coefficients returned for the remaining usable factors extracted from the EFA were greater than 0.6, thus indicating the scales measuring these variables provided satisfactory evidence of validity and reliability. The findings of the descriptive statistics showed that the highest mean score reported was for the independent variable Competitive distribution strategies, followed by Communication process strategies and Low cost promotion strategies. Based on the mean, respondents indicated that they often utilise Competitive distribution strategies and Communication process strategies, and seldom utilise Low cost promotion strategies. Pearson‟s product moment correlations revealed that all the marketing mix strategies, for both small family and non-family businesses, investigated were found to be significantly and positively correlated with the dependent variable Perceived business performance, and amongst themselves. The findings of the MRA showed that utilising Competitive distribution strategies have a significant positive influence on the Perceived business performance of small family businesses. The finding implies that the more small family businesses in this study provide high-quality and competitive products through distributions process methods by setting timing objectives, using distributions selection criteria and changing the distribution channel when needed to continuously satisfy customers‟ needs, the more likely the business is to experience growth in profit and sales and having loyal customers who make regular purchases and recommend the business to others. This study found no relationship between Competitive distribution strategies and the Perceived business performance of small non-family businesses, as well as between Communication Process strategies and Low cost promotion strategies and Perceived business performance of small family and non-family businesses. The results of the t-tests revealed that no statistically significant relationship was found between the Type of small business ownership and any of the three independent variables, Competitive distribution-, Communication Process-, and Low cost promotion strategies. Furthermore, the results of the Chi-square test for independence reported no statistically significant difference between using the family name as a marketing or branding tool and the size of the small business in this study. The results, however, indicated that as the business size increases, the more small businesses use their family name as a marketing- or branding tool. From the 18 sets of null hypotheses that were formulated, to explore whether the demographical variables had an influence on the marketing mix strategies utilised by the small family and non-family businesses, only 11 multivariant analysis of variance (MANOVA) relationships could be established as being statistically significant. These include the Gender of the business owner/manager, Age of the business owner/manager, Management qualifications of the business owner/manager, Ethnicity of the business owner/manager, Position in the small business, Years small business is in existence, Working experience of the business owner/manager, Management working experience of the business owner/manager, Form of business ownership, Area of business premises and Target market of the small business. This study has addressed a gap in the current literature regarding the influence of marketing mix strategies on business performance among small family and non-family businesses in a developing economy such as South Africa. This study has furthermore attempted to enlarge the body of knowledge available on marketing, especially concerning Communication Process, Competitive distribution strategies and Low cost promotion strategies. The results of the study differ somewhat from existing literature, and therefore add to the body of knowledge on marketing. Furthermore, the findings of this study show that small family businesses utilising Competitive distribution strategies have a significant positive influence on their Perceived business performance, and in doing so makes a small contribution towards increasing the success rate of these small family businesses and in return positively contribute to the economic growth and development of South Africa.

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Chamberlain, Gareth. „Non-family employees' perception of familiness, identification, commitment and customer service in a large family business“. Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59762.

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Familiness has emerged as a central theory in the family business field yet little research has addressed how familiness impacts non-family employees and organisational performance in large private family firms. This study investigates non-family employee organisational identification and commitment, how these constructs are influenced by familiness and how they contribute to organisation performance in terms of customer service. A questionnaire based survey yielding 354 responses was conducted in a large fourth generation private family business. The multi-level latent variable constructs and their relationships were analysed simultaneously using partial least squares structural equation modelling to determine the relationship significance and scale of influence. Familiness was found to have a significant relationship with non-family employee organisational identification, commitment and customer service. The structural model explained a large percentage of the latent construct's variance and had strong statistical power, relevance and predictability. Organisational identification emerged as the most important factor in the proposed model as it was most influenced by familiness and displayed the largest effect on customer service. The findings indicate that the higher organisational performance outcomes often attributed to family firms may predominantly be the result of the familiness resources developing stronger emotional attachments and organisational identification in employees.
Mini Dissertation (MBA)--University of Pretoria, 2017.
ms2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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Sibhatu, Temesgen, Dalia Garsa Mahmod Mahmod und Goran Rubil. „Difference in foreign exchange risk management betweem family and non-family owned firms“. Thesis, Jönköping University, Jönköping International Business School, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-150.

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Financial risk as a result of trade in foreign currencies is inevitable for firms that are engaged in international trade. However the decision how to manage this risk differs from one firm to another. This difference can be a result of the type of ownership in the individual firm.One of the classifications of the type of firms that have different can be categorized as family firms and non-family firms.

Studies have showen that family firms differ in their use of control systems and financial management techniques. The difference is explained by the type of ownership. As a consequence of the differences, family and non-family firms may differe in their decision making with respect to foreign risk management.

This thesis compaires the practice of foreign exchange risk management in family and non-family firms.the objective is to asses if family firms and non-family firms differe in their decision making to currency exposure management. The effect of the involvement of family members in the management of currency risk will also be addressed.

Finaly, the paper will provide some recommandetions to firms exposed to foreign exchange risk.

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Carelsen, Mispah. „Measures of success of small and medium-sized family and non-family-owned businesses in the Eastern Cape“. Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/3479.

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Small and medium-sized enterprises (SMEs) are recognised internationally and in South Africa as a critical component of the economic development of a country as a result of their contribution to job creation, alleviation of poverty, sustainability and innovation. Furthermore, the majority of SMEs are also family-owned and play an increasingly important role in the South African economy, making up approximately 84 per cent of businesses in the country. Despite the critical role that family and non-family SMEs play in economic development, they are still plagued with high failure rates and unique challenges that make it difficult for them to survive. These challenges include, amongst others, regulatory burdens, restrictive labour policies, a lack of access to finance, markets and technology, as well as an overwhelmingly constant emphasis on survival. As a result of the added dynamic of family relationships within family-owned SMEs, they face additional challenges such as conflict between family members and inadequate succession planning. Focus is often placed on the factors leading to failure, but little is known about success-aiding behaviours that could reduce the high failure rate and improve the success rate of these businesses. As a result, it is important to examine what determines success and how it is measured. Success can be defined as the attainment of goals, therefore the achievement of goals plays a critical role in the success of the business.

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Datta, Amlan. „How Do Non-Family CEOs Adapt to the Risk Preferences of Family Business Owners? Investigating the Role of Vesting Grants“. Thesis, Université d'Ottawa / University of Ottawa, 2020. http://hdl.handle.net/10393/41113.

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This study clarifies how family firms use the vesting provision of incentive grants and calibrate the interests of non-family executives so that they merge better with the firms’ interests. Given the risks that family firms confront when they are considering strategic decisions, this study finds that family-owned firms provide more risk-based incentives to their non-family executives, primarily when the firms are performing below their aspirational level. Moreover, these firms rely more often on relative performance measures to assess the efficacy of their non-family executives as their performance deteriorates. These findings stand in stark contrast with the literature on this topic, which suggests that firms always use risk-based incentives and absolute performance measures to reward their executives regardless of the firms’ performance.

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Mehr Quellen

Bücher zum Thema "Non-family business"

L, McClure Stephen, Hrsg. Working for a family business: A non-family employee's guide to success. Marietta, Ga: Family Enterprise Pub., 2004.

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L, McClure Stephen, Hrsg. Working for a family business: A non-family employee's guide to success. New York: Palgrave Macmillan, 2011.

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Poutziouris, P. The demographic differences between family and non-family firms: Evidence from the UK small-medium size enterprising sector. Manchester: Manchester Business School, The University of Manchester, 1997.

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Lantelme, Maximilian. The Rise and Downfall of Germany’s Largest Family and Non-Family Businesses. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-16169-9.

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S, Deller Sandra, Hrsg. Fundraising skills for health care executives. New York: Springer Pub., 2000.

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1947-, Horn H. Chester, Hrsg. Health care alliances and conversions: A handbook for nonprofit directors and trustees. San Francisco: Jossey-Bass Publishers, 1999.

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Chamberlain, Richard. Shattered Love: A Memoir. New York, USA: Regan Books: an imprint of HarperCollins Publishers, 2003.

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Chamberlain, Richard. Shattered Love: A Memoir. Waterville, Me: Thorndike Press, 2003.

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Office, General Accounting. Foreign assistance: USAID compliance with family planning restrictions : report to the Chairman, Committee on Foreign Relations, U.S. Senate. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 2000.

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More Than Family : Non-Family Executives in the Family Business (Family business leadership series). Business Owner Resources, 2000.

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Buchteile zum Thema "Non-family business"

Amato, Stefano, Mikaela Backman und Juhana Peltonen. „Are family firms more locally embedded than non-family firms?“ In Family Business and Regional Development, 140–56. 1 Edition. | NY: Routledge, 2020. | Series: Routledge advances in regional economics, science and policy: Routledge, 2021. http://dx.doi.org/10.4324/9780429058097-11.

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Lipman, Frederick D. „Creating Phantom Equity Incentives for Key Employees, Both Family and Non-Family“. In The Family Business Guide, 85–93. New York: Palgrave Macmillan US, 2010. http://dx.doi.org/10.1057/9780230111806_7.

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Kormann, Hermut, und Birgit Suberg. „The Challenges and Benefits of Non-family Management in Family Enterprises“. In Topics of Family Business Governance, 143–47. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58019-3_28.

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Murithi, William, und Kassa Woldesenbet Beta. „Comparing family and non-family firms’ strategic effects on regional development“. In Family Business and Regional Development, 177–92. 1 Edition. | NY: Routledge, 2020. | Series: Routledge advances in regional economics, science and policy: Routledge, 2021. http://dx.doi.org/10.4324/9780429058097-14.

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Barbery-Montoya, Danny Christian, und Carlos Luis Torres-Briones. „Between Reason and Emotion: Socioemotional Intelligence as a Non-tangible Resource for Strategy, Operation, and Sustainability for the Family Business“. In Entrepreneurship and Family Business Vitality, 9–25. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-15526-1_2.

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Lantelme, Maximilian. „Characteristics of Family and Non-Family Businesses“. In The Rise and Downfall of Germany’s Largest Family and Non-Family Businesses, 19–30. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-16169-9_3.

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Yordanova, Desislava, Zhelyu Vladimirov und Ralitsa Simeonova-Ganeva. „Management Practices in Bulgarian Family and Non-family SMEs: Exploring “Real” Differences“. In Family Businesses in Transition Economies, 113–38. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14209-8_6.

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Saar, Maarja. „Diaspora Policies, Consular Services and Social Protection for Estonian Citizens Abroad“. In IMISCOE Research Series, 161–76. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51245-3_9.

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Abstract This chapter describes how the Estonian state’s diaspora policy has moved away from being purely culture-centred towards a more business-focused initiative. The policy has undergone few changes during the last decade and still does not focus on social protection. The state does offer basic social protection and consular services by agreement with a few countries, such as the Russian Federation. The lack of Estonian state provided social protection to nationals abroad is counteracted, in some countries, by localized national organizations which the Estonian state may or may not fund. However, an important shift is taking place in the provision of Estonian language courses and cultural programmes to support returnees and their non-Estonian family members.

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Lantelme, Maximilian. „Introduction – or the Temptation to Grow“. In The Rise and Downfall of Germany’s Largest Family and Non-Family Businesses, 1–7. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-16169-9_1.

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Lantelme, Maximilian. „Corporate Strategy: Growth Paths and Reasons for Downfall“. In The Rise and Downfall of Germany’s Largest Family and Non-Family Businesses, 9–18. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-16169-9_2.

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Konferenzberichte zum Thema "Non-family business"

Agani, Zana, Aida Rexhepi, Vjosa Hamiti Krasniqi, Jehona Ahmedi und Megime Loxha. „Family Related Non Syndromic Supernumerary Teeth -Case Reports“. In University for Business and Technology International Conference. Pristina, Kosovo: University for Business and Technology, 2017. http://dx.doi.org/10.33107/ubt-ic.2017.302.

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Zhou, Jianwu, und Kaiyuan Kuang. „Research on Non Statutory Welfare Monetization of Family Business“. In International Conference on Electronics, Mechanics, Culture and Medicine. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/emcm-15.2016.39.

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Kárpáti, Zoltán. „Professionalization of Family Firms: Striking a Balance Between Personal and Non-Personal Factors“. In New Horizons in Business and Management Studies. Conference Proceedings. Corvinus University of Budapest, 2021. http://dx.doi.org/10.14267/978-963-503-867-1_12.

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The amount of research on family businesses’ analysis has increased significantly in recent years, thus showing the high importance of the topic. In most countries, family businesses occupy a prominent place in contributing to the economy with the added value they produce. However, less attention has been paid to the professionalization of family businesses and the exploration and presentation of the related literature. The professionalization of family business is a significant research concern in the entrepreneurship and governance literature. In the context of family businesses, professionalization initially meant nothing more than hiring an outside, non-family manager. For today, the content of professionalization has expanded, and a multidimensional model has evolved: a broader, deeper understanding has evolved, which involves other vital aspects such as developing formal control and human resource systems, decentralization of authority, formal strategic planning, or top-level activeness. This study aims to present the essential international literature on professionalization and provide a comprehensive overview of the studies published. The literature review mainly summarizes the results of the last twenty years and closely related articles. The paper follows the next logic; in the first part, the definition of professionalization is introduced along with its benefits and challenges. Then, based on the research methodology presented, the related empirical and theoretical studies are examined. In the end, the review summarizes the key findings in a table.

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Hidayah, Sofi. „Succession role of indigenous and non-indigenous family business in Indonesia to achieve business sustainability“. In Proceedings of the 16th International Symposium on Management (INSYMA 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/insyma-19.2019.55.

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Rumanko, Boris. „THE POSITION OF WOMEN IN MANAGEMENT IN FAMILY AND NON-FAMILY BUSINESSES“. In 17th International Bata Conference for Ph.D. Students and Young Researchers. Tomas Bata University in Zlín, 2021. http://dx.doi.org/10.7441/dokbat.2021.40.

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Berichte der Organisationen zum Thema "Non-family business"

Quak, Evert-jan. The Link Between Demography and Labour Markets in sub-Saharan Africa. Institute of Development Studies (IDS), Januar 2020. http://dx.doi.org/10.19088/k4d.2021.011.

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This rapid review synthesises the literature from academic, policy, and knowledge institution sources on how demography affects labour markets (e.g. entrants, including youth and women) and labour market outcomes (e.g. capital-per-worker, life-cycle labour supply, human capital investments) in the context of sub-Saharan Africa. One of the key findings is that the fast-growing population in sub-Saharan Africa is likely to affect the ability to get productive jobs and in turn economic growth. This normally happens when workers move from traditional (low productivity agriculture and household businesses) sectors into higher productivity sectors in manufacturing and services. In theory the literature shows that lower dependency ratios (share of the non-working age population) should increase output per capita if labour force participation rates among the working age population remain unchanged. If output per worker stays constant, then a decline in dependency ratio would lead to a rise in income per capita. Macro simulation models for sub-Saharan Africa estimate that capital per worker will remain low due to consistently low savings for at least the next decades, even in the low fertility scenario. Sub-Saharan African countries seem too poor for a quick rise in savings. As such, it is unlikely that a lower dependency ratio will initiate a dramatic increase in labour productivity. The literature notes the gender implications on labour markets. Most women combine unpaid care for children with informal and low productive work in agriculture or family enterprises. Large family sizes reduce their productive labour years significantly, estimated at a reduction of 1.9 years of productive participation per woman for each child, that complicates their move into more productive work (if available). If the transition from high fertility to low fertility is permanent and can be established in a relatively short-term period, there are long-run effects on female labour participation, and the gains in income per capita will be permanent. As such from the literature it is clear that the effect of higher female wages on female labour participation works to a large extent through reductions in fertility.

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