Journal articles on the topic 'Family Business sustainability'
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Svoboda, Petr. "Family Business - Sustainability Model." Acta Oeconomica Pragensia 27, no. 3-4 (May 31, 2020): 45–60. http://dx.doi.org/10.18267/j.aop.627.
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Wijayanti, Anita, Massila Kamalrudin, Safiah Sidek, and Kartika Hendra Titisari. "A business transformation model to enhance the sustainability of small-sized family businesses." Problems and Perspectives in Management 19, no. 1 (February 26, 2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.
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Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industry, with an interview and observation period of 12 months in 2019–2020. This study has formulated a business transformation model for a small-sized family business and presented the results of the transformation process carried out. The research results indicate that a business transformation model consists of several attributes and sub-attributes. Business transformation results indicate different processes and times between companies. In general, the transformation process can be grouped into the exploration, learning, and synchronizing stages. The industry with the fastest transformation process is the hospitality industry, while the manufacturing process for the industry takes a bit longer. The results of this study indicate that business transformation has improved the sustainability of a small-sized family business that is characterized by its ability to adapt to changing technology and environmental conditions.
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Alwadani, Rawa, and Nelson Oly Ndubisi. "Sustainable family business." International Journal of Manpower 41, no. 7 (October 25, 2019): 945–65. http://dx.doi.org/10.1108/ijm-08-2019-0359.
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Purpose Family centered non-economic (FCNE) goals, such as environmental and social goals, are sometimes strenuous to “sell” to non-family members in a family business, and are often open to resistance. The purpose of this paper is to identify socio-psychological mechanisms for achieving FCNE goals because, in addition to economic goals, they are the other two components of the triple bottom line. Design/methodology/approach Through a juxtaposition of the literature on family businesses, and the theories of mindfulness and psychological ownership, this paper argues for the facilitating roles of family involvement and mindful organizing in the achievement of FCNE goals. An example of how a Kuwaiti oil company implements these ideas is appended. Findings A moderated link between family involvement, mindful organizing and FCNE goal of environmental sustainability. Besides its direct effect on environmental sustainability, mindful organizing also has a potential mediating role in the relationship between family involvement and environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness will moderate the relationship between mindful organizing and the achievement of environmental sustainability goals. Research limitations/implications The paper presents ten propositions and argues that three types of family involvement (ownership, management and inter-generational), together with non-family engagement (through mindful organizing) would lead to success in achieving the FCNE goal of environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness are potential moderators. Practical implications The paper suggests some key drivers of FCNE goal of environmental sustainability as well as several contingent factors. Applicable to family businesses, owners and/or managers of similar firms can apply knowledge from this study in the pursuit of environmental sustainability. Originality/value The paper’s model advances the current understanding of the link between family involvement, mindful organizing, environmental sustainability, psychological ownership, environmental sensitivity and individual mindfulness in the context of family business. The paper further suggests new future research directions.
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Rahmiati, Filda. "Family Business Sustainability through Community Orientation." International Journal of Family Business Practices 3, no. 1 (September 14, 2020): 59. http://dx.doi.org/10.33021/ijfbp.v3i1.1158.
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<p>This research aims to explore the sustainability of family business through the implementation of Corporate Social Responsibility (CSR) to the community surrounding the company. As many research studies mentioned that family businesses are often strongly anchored in the local community, the high commitment to the local community will leads to a high degree of socially responsible acting. Qualitative method is used in the form of a case of an Indonesian small business in Bogor. The data collection is done using direct methods like observation, interview, and going through the company documentations to comprehend the case situation. The result of the research shows that the CSR implementation, in case observed, was in accordance with the needs of surrounding community. The CSR activities were in the form of the education, religious activities, public facilities, employee and community empowerment. The community and the company were supporting each other in order to make the activity success. This study concludes that this symbiotic CSR could be new model for family business enterprises sustainability through CSR.</p>
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Akume, Ben. "Developing Capabilities for Sustainability in Family Small Enterprises." International Journal of Entrepreneurship and Governance in Cognitive Cities 1, no. 2 (July 2020): 9–23. http://dx.doi.org/10.4018/ijegcc.2020070102.
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Though literature in family perpetuity and sustainability is well documented from the advanced economies, there is scarcity of insights from emerging markets where this research relates. The study, therefore, sought to investigate, understand, and interpret the underlying drivers of sustainability in small family businesses using the stewardship theory paradigm in the Nigerian family business environment. A qualitative method with 41 in-depth interviews involving owners and managers of family-owned small and medium businesses was conducted. The study empirically shows that there is an interrelationship between family structure and business sustainability; hence, the practice of polygamy was found to be inimical to family business success and sustainability. Building on the stewardship theory, the paper develops a model of sustainability for small and medium family businesses. The study contributes to the theoretical literature on stewardship and family business sustainability.
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Akume, Ben, and Osarumwense Iguisi. "Developing capabilities for sustainability in family owned SMEs: An emerging market scenario." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 6 (October 26, 2020): 24–36. http://dx.doi.org/10.20525/ijrbs.v9i6.840.
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The academic discourse on ‘family’ perpetuity in family-owned businesses (FOB) is still burgeoning. Current findings suggest the importance of family control and family inter-generational sustainability in family-owned businesses. Though literature in family perpetuity and sustainability is well documented from the advanced economies, there is a scarcity of insights from emerging markets where this research relates. The study, therefore, sought to investigate, understand and interpret the underlying drivers of sustainability in small and medium family businesses using the stewardship theory paradigm and relying on evidence from an emerging market economy the Nigerian family business environment. A qualitative method with 41 in-depth interviews involving owners and managers of family-owned small and medium businesses was conducted. The study empirically shows that there is an interrelationship between family structure and business sustainability, hence the practice of polygamy was found to be inimical to family business success and sustainability. The study also showed that the element of spirituality arising from the ideals and values of the owning family is a significant factor for ensuring family wellbeing and business sustainability, and founding owner characteristics (industry experience) and impacts positively on the business performance and continuity. The study confirmed that the stewardship of non-family member employees within the business is provisional stewardship as non-family members rely on other incentives from the owning family members to behave as stewards. Building on the stewardship theory, the paper develops a model of sustainability for small and medium family businesses. The study contributes to the theoretical literature on stewardship and family business sustainability
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Olson, Patricia D., Virginia S. Zuiker, Sharon M. Danes, Kathryn Stafford, Ramona K. Z. Heck, and Karen A. Duncan. "The impact of the family and the business on family business sustainability." Journal of Business Venturing 18, no. 5 (September 2003): 639–66. http://dx.doi.org/10.1016/s0883-9026(03)00014-4.
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Mikušová, Marie, Václav Friedrich, and Petra Horváthová. "Who is More Sustainable? Family Business or Non-Family Business? Czech Evidence." Sustainability 12, no. 14 (July 9, 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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Fernández-Méndez, Carlos, and Rubén Arrondo-García. "Sustainability Practices in Australian Firms: The Effect of Family Control and the Generational Stage." Sustainability 13, no. 3 (January 25, 2021): 1244. http://dx.doi.org/10.3390/su13031244.
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This paper examines the effects of family control on a firm’s adoption of sustainability practices, with special attention given to the heterogeneity of the family business derived from the generational stage of the company. Using a panel of 166 Australian companies listed between 2011 and 2018, we found that family businesses have lower sustainability scores compared to non-family businesses, according to the predictions of the socioemotional wealth (SEW) approach. For a subsample of family businesses, we found that multi-generational family businesses score better on sustainability than firms managed by the founders (first-generation). The SEW perspective could explain the effects of family control based on the pursuit of non-economic goals and the higher risk-aversion of family businesses. The decline in non-economic goals resulting from the ageing of the company stimulates the adoption of better sustainability practices. The generational stage of a family business could be a moderator of the relationship between family control and the adoption of sustainability practices and is a central element in explaining the disparity in the sustainability policies within family businesses.
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Moskovich, Yaffa. "Family Home Business in Kibbutz Industry Sustainability." Sustainability 12, no. 13 (July 3, 2020): 5388. http://dx.doi.org/10.3390/su12135388.
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This study defines and examines kibbutz industries as an expanded form of family business. It explores the sociological characteristics of this new type of enterprise, extending familial business culture theory innovatively by adding a new category of business to those already described in the relevant literature. The research addressed multiple case studies, using anthropological interviews and document analysis methods to explore three new familial types: 1. Communal Familial Type, Kibbutz industries that are still communal and have retained familial attributes; 2. Business Communal Familial Type, Kibbutz industries that have undergone privatization, retaining only half the communal cultural features typical of kibbutzim and displaying greater business orientation; 3. Business Type, Kibbutz industries that have lost their familial attributes or communal cultural features. The first two types maintain kibbutz community and industrial sustainability, while the last can be a threat to kibbutz sustainability.
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Ismail, Yunita. "Environmental sustainability issues in Indonesian family business." International Journal of Technology Transfer and Commercialisation 16, no. 2 (2018): 173. http://dx.doi.org/10.1504/ijttc.2018.097443.
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Ismail, Yunita. "Environmental sustainability issues in Indonesian family business." International Journal of Technology Transfer and Commercialisation 16, no. 2 (2018): 173. http://dx.doi.org/10.1504/ijttc.2018.10018605.
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Wibisono, Ari Susanti Utomo. "ANTESEDEN KEBERLANJUTAN BISNIS KELUARGA DI KAMPUNG BATIK LAWEYAN DAN KAUMAN SURAKARTA." JURNAL LENTERA BISNIS 7, no. 2 (November 15, 2018): 26. http://dx.doi.org/10.34127/jrlab.v7i2.231.
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<p><strong><em>Abstract</em></strong></p><p><em>This study aims to find out about the sustainability of the family business in the villages of Batik Laweyan and Kauman. The success of a family-owned business succession has been revealed to be a very important phenomenon in the sustainability of the family business. This fact documents the importance of large family and investment businesses that have a family business. For good economic and family interests, it is important to determine predictors of family business sustainability. So this study will examine the factors that influence the involvement of future generations in the sustainability of family business. The total sample of 60 respondents is 30 respondents in Batik Laweyan Village and 30 respondents in Kauman Batik Village. The analysis used in this study is SPSS 21 with multiple linear analysis. The results of the research show that Entrepreneurial Thinking has a positive and significant effect, Entrepreneurial Knowledge Sharing has no effect and significant Family Business Sustainability. Successor Experience has a significant positive effect on Family Business Sustainability. Intergeneration conflict solution has a positive and significant effect on Family Business Sustainability.</em></p><p> </p><p><strong><em>Keywords:</em></strong><em> Entrepreneurial Thinking, Entrepreneurial Knowledge Sharing, Successor Experiences, </em><em>Intergeneration Conflict Solution.</em></p>
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Johnson Jorgensen, Jennifer, Diane Masuo, Linda Manikowske, and Yoon Lee. "The Reciprocal Involvement of Family Business Owners and Communities in Business Success." Sustainability 12, no. 10 (May 15, 2020): 4048. http://dx.doi.org/10.3390/su12104048.
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It is believed that highly involved business owners and community members will yield benefits to ensure business and community sustainability over time. However, little research has delved into understanding the role of business owners’ involvement and the community’s involvement in business outcomes. Thus, the purpose of this study was to investigate the reciprocal involvement of family business owners and the community. To investigate this phenomenon, this study utilized survey data from a rare group of business owners who currently operate long-standing businesses. Results indicate that more involved business owners perceived higher levels of business success. When seeking a profit, business owners also tended to be more involved in the community than owners not seeking a profit. However, family-owned businesses felt that the community did not contribute to their businesses and did not stay involved over time. Overall, business owners felt that they contributed more than the community provided in return. Recommendation is made to stress in entrepreneurship curricula the importance of reciprocal involvement between businesses and their communities and vice versa to promote business and community sustainability over time.
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Fonseca, Ana Paula, and Sandro Carnicelli. "Corporate Social Responsibility and Sustainability in a Hospitality Family Business." Sustainability 13, no. 13 (June 24, 2021): 7091. http://dx.doi.org/10.3390/su13137091.
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The triple bottom line of sustainability has been the foundation to assess the overall performance of organizations in the hospitality sector. Family businesses are operating in a very competitive environment, and their practices are heavily scrutinised by stakeholders. This paper considers the value of action research in the field of family businesses in the hospitality sector through the prism of organizational learning. The focus of the research is to understand how a Scottish family business learns and implements corporate social responsibility and sustainability practices and how they embed the practices in their activities in a bed and breakfast. The family business used in this research is based in Paisley, Scotland. The use of action research enabled this research to follow a recurring spiral learning process of diagnosing, planning, acting, and evaluating to achieve organizational learning. The action learning contributed to re-thinking the communication between actors involved in the Scottish hospitality sector and family businesses to open a dialogue and produce norms and to contribute to knowledge about a new small-business social responsibility orbital framework.
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AKINDELE, Iyiola, Emmanuel Olaniyi, DUNMADE, and Lateef Damilare OLUSESI. "SUCCESSION PLANNING AND FAMILY-OWNED BUSINESS: AN ASSESSMENT OF IMPACT ON SELECTED FAMILY-OWNED BUSINESS." LASU Journal of Employment Relations and Human Resource Management 3, no. 1 (January 30, 2022): 121–40. http://dx.doi.org/10.36108/ljerhrm/2202.03.0101.
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This paper is succession planning and family–owned business:an assessment of impact on selected family-owned businesses. Furthermore, the study assesses the relationship between mentoring and sustainability of selected family-owned business in Ibadan. It also evaluates the differences between roles modeling on survival of family-owned business in Ibadan, and finally to find out the differences between training and development on growth of family-owned business in Ibadan. The study employed survey research design. The population for this study consists of all staff of selected family-owned business in Ibadan. The total number of 140family business owners/founders was calculated using Taro Yamane’s formula, thus a target population of 215family business owners/founders. The findings of the research showed that mentoring leads to increase in sustainability of selected family-owned business in Ibadan (β = 0.140 P = ≤0.05). Also, the value of coefficient (β = 0.868 P = ≤0.05) is significant and positive, showing that direct and indirect family leads to survival of family-owned business in Ibadan, Oyo State, Nigeria. Finally Training and development were significantly and positively related to growth of family-owned business [r (140) = .636**, p<0.01]. Thus, it was found out that training and development has a positive and statistically significant influence on growth of family-owned business. The study concluded that family-owned wealth management and financial planning businesses have a compelling need for a succession plan. It was recommended that Managers and leaders might use the findings of this study to recognize the importance of succession planning and document future succession plans in a more organized approach and by developing a road map to clarify positions.
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Trigos, Federico, and Mario A. Doria. "The Sustainability of Resource-Sharing Family Business in Relation to Family Non-Economic Goals." International Journal of Project Management and Productivity Assessment 8, no. 2 (July 2020): 69–80. http://dx.doi.org/10.4018/ijpmpa.2020070104.
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Small and medium family businesses have distinct characteristics that differ from large corporations, with distinct challenges to their owner-managers. Many entrepreneurial families seek to achieve non-economic goals and share familial resources without compensation, not necessarily maximization of their sustainable value. As a consequence, traditional financial reporting is of limited use to them, as it does not reflect their priorities. This article introduces sustainability elements in the socio-emotional-wealth theory; identifies a family business type called resource-sharing; proposes a financial ruleset to quantify the sustainable financial position of the company regarding the achievement of non-economic goals of the family; and introduces an integrated mechanism to identify strategic implications for both family and business. Concepts are applied to family businesses from three countries, to verify applicability and usefulness.
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Danes, Sharon M., Kathryn Stafford, George Haynes, and Sayali S. Amarapurkar. "Family Capital of Family Firms." Family Business Review 22, no. 3 (April 6, 2009): 199–215. http://dx.doi.org/10.1177/0894486509333424.
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The purpose was to present a family capital typology based on Sustainable Family Business Theory II and to document its relative contribution to short-term firm achievements and long-term sustainability using National Family Business Survey panel data. Family capital was defined as total owning-family resources composed of human, social, and financial capital. Family capital significantly contributed to firm achievements and sustainability. In the short term, all family capital types explained 13.5% of gross revenue variance and 4% of owner’s success perception variance. In the long term, all family capital types explained 26.7% of gross revenue variance and 11.6% of owner’s success perception variance.
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Rumanko, Boris, Jana Kozáková, Mária Urbánová, and Monika Hudáková. "Family Business as a Bearer of Social Sustainability in Multinationals-Case of Slovakia." Sustainability 13, no. 14 (July 12, 2021): 7747. http://dx.doi.org/10.3390/su13147747.
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Social sustainability is slowly becoming a more important aspect of a company’s management, particularly in the case of multinational companies with an international network of subsidiaries placed in diverse cultural and social environments. The concept of social sustainability is strongly connected with a considerable number of stakeholders, compared to the environmental and economic aspects of sustainability. The nature of activities under the social pillar of corporate responsibility connects social sustainability with family business, which aims at the principles of social solidarity, equality and ethics. This article uniquely analyzes selected aspects of social sustainability on a sample of 201 Slovak subsidiaries of foreign multinationals and finds differences between family and nonfamily ones. Surprisingly, the conducted research proved that the examined family businesses cannot be considered as bearers of social sustainability in Slovakia, since, in many aspects, the nonfamily businesses implemented the monitored aspects in larger measures, and there were only two factors that turned out to be significant, according to the type of business ownership. Equal opportunities in the workplace were the only variable, due to which significant differences were seen, according to the factor of a family business and the factor of employees’ gender simultaneously, which makes it a crucial variable. The conducted study fills the gap in explanation of interconnections between social sustainability, family business and equal gender opportunities, which makes it unique not just in Slovak conditions.
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Arzubiaga, Unai, Manel Plana-Farran, Agnès Ros-Morente, Albert Joana, and Sílvia Solé. "Mindfulness and Next-Generation Members of Family Firms: A Source for Sustainability." Sustainability 13, no. 10 (May 11, 2021): 5380. http://dx.doi.org/10.3390/su13105380.
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Family businesses are considered complex organizations where emotional and management challenges need to be faced. This is even more difficult when time of succession arrives and the new members are expected to engage with the business. In this study, a total of 204 university students were asked about their present and future situation regarding the family business. Mindfulness levels were also evaluated using the Mindful Attention Awareness Scale. There were no significant mindfulness level differences between students who pertained to a family business and those who did not. In the first group, however, those students who were sure about their future in the family business, and had more motivation about it, obtained higher scores on the mindfulness scale as well as being more satisfied with their social relationships. It could be concluded that certainty and motivation about their future in a family business of young family business members correlates with higher mindfulness levels and social well-being.
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Lušňáková, Zuzana, Zuzana Juríčková, Mária Šajbidorová, and Silvia Lenčéšová. "Succession as a sustainability factor of family business in Slovakia." Equilibrium 14, no. 3 (September 30, 2019): 503–20. http://dx.doi.org/10.24136/eq.2019.024.
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Research background: The success of family businesses abroad is not measured by profit, but is judged by the number of generations that have successfully mastered the succession process. This is why family businesses in Slovakia should also focus on long-term existence. Succession in a family business must be prepared with sufficient time in advance, as this is one of the most risky moments of its future.
Purpose of the article: Successful management of the succession process in family businesses requires several years of preparation in different areas. The aim of this paper is to assess the readiness of Slovak family companies to owner generational change in application of selected factors in ensuring the smooth transmission of family businesses to the younger generation.
Methods: The method of research was a questionnaire based on a 5-degree Likert scale, where the respondents expressed the degree of their agreement or disagreement with the particular statement. The questionnaire was filled by sample of 412 respondents — 206 family business owners and their 206 successors (son/ daughter). The statistical relations and correlations between variables were performed by Cronbach alpha, Spearman test, Kruskal-Walis test using EXCEL and SAS Enterprise Guide 7.1. programs.
Findings & Value added: Slovak family companies have already passed or they are in the process of preparing or implementing the first generational change. We cannot be compared yet with family companies in Germany, USA or the Nether-lands because these firms are in the process of the fourth generation change in the ownership. The added value of this paper is the identification of deficiencies and reserves that prolong or expel the process of successful company transfer to a young generation. It is related to human capital — the professional competence of the successor and the willingness of the founder to leave, the absence of important business documents, or the effort to cope with the process itself.
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Stafford, Kathryn, Karen A. Duncan, Sharon Dane, and Mary Winter. "A Research Model of Sustainable Family Businesses." Family Business Review 12, no. 3 (September 1999): 197–208. http://dx.doi.org/10.1111/j.1741-6248.1999.00197.x.
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This paper proposes a research model that outlines the determinants of functional families and profitable businesses—requisites for family business sustainability. Two features distinguish the model from previous models: inclusion of the family in the same detail as the business and emphasis on the key features of family and business. Delineation of the interface between the family and the business permits the use of research methods that allow for variable degrees of overlap of family and business rather than assuming that family businesses constitute either a single system or two separate systems. The research model is also compatible with a variety of theoretical perspectives.
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M, Ungerer, and Mienie C. "A Family Business Success Map to Enhance the Sustainability of a Multi-Generational Family Business." International Journal of Family Business and Management 2, no. 1 (June 20, 2018): 1–13. http://dx.doi.org/10.15226/2577-7815/2/1/00112.
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ADENDORFF, CHRIS, and DAPHNE HALKIAS. "LEVERAGING ETHNIC ENTREPRENEURSHIP, CULTURE AND FAMILY DYNAMICS TO ENHANCE GOOD GOVERNANCE AND SUSTAINABILITY IN THE IMMIGRANT FAMILY BUSINESS." Journal of Developmental Entrepreneurship 19, no. 02 (June 2014): 1450008. http://dx.doi.org/10.1142/s1084946714500083.
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Immigrant family businesses are one of the most unique, complex and dynamic systems in our modern-day society. The blending of two inherently different realms — the performance-based world of business and the emotion-based domain of the immigrant family — creates a system potentially fraught with confusion and conflict. Applying traditional, limited and exclusively Western views of entrepreneurship to immigrant family business creation, growth and sustainability is to ignore or discount the core cultural/ethical values and ethnic contexts in which these firms operate. The objective of this conceptual paper is to identify and explore the three variables of enterprise, ethnicity and family dynamics that influence corporate governance to ensure the survival, growth and sustainability of immigrant family businesses. Conclusions and recommendations for future research are discussed.
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Kamener, Dahliana, Norasekin Ab Rashid, and Daniati Puttri. "The Transition of Family Business Leadership:." Asia Proceedings of Social Sciences 2, no. 3 (December 2, 2018): 101–4. http://dx.doi.org/10.31580/apss.v2i3.305.
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The issue of succession is very important because the successful succession leads to the sustainability of a family businesses (Sharma & Dave, 2013). Generally, the family businesses are difficult to flourish and even many have bankrupt. Some family businesses are bound on the first generation and some have collapsed in the second generation. Literature shows that just 30 percent of family businesses can be passed along to the second generation, and 70 percent fail after first generation step down because there are no preparation for succession and inability of the next generation to control and run the company (Aronoff, (2004). The study purposed to examine six hypotheses and the result showed the succession planning, non-family leadership, and decision making authority unsignificantly affect on the succession of the family business. Nevertheless, founder's influence, successor and strategic planning variable affect significantly to the success of family business succession at Padang city, West Sumatera.
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Lee, Cheng-Wen, Hsiao Chuan Chen, Choong Leng Peng, and Shu Hui Chen. "Sustainability of Taiwanese SME Family Businesses in the Succession Decision-Making Agenda." Sustainability 15, no. 2 (January 9, 2023): 1237. http://dx.doi.org/10.3390/su15021237.
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SME family businesses play a vital role in the world economy as a recognized sustainable contributor to economic growth. Aged owners of Taiwan’s family businesses have become the biggest problem; because of the dramatically changing technology and business environment, many family businesses are faced with an inheritance crisis. This study tries to identify what the priority of influential factors is for the leader’s decision-making of succession. Based on the stakeholder, upper echelons, stewardship, and agency theories, we summarized 27 crucial factors derived from four dimensions (individual, interpersonal, organizational, and the environmental) after reviewing the relevant literature. This study was based on multilevel research and a multidisciplinary perspective. After using the Delphi method and decision-making trial and evaluation laboratory (DEMATEL) method, we applied the importance–performance analysis (IPA) to determine the key factor priority. The results are important for strengthening family business theory and identifying the conditions that best promote the future growth and sustainability of family businesses.
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Gupta, Priya Dhamija, and Sonali Bhattacharya. "Impact of Knowledge Management Processes for Sustainability of Small Family Businesses: Evidences from the Brassware Sector of Moradabad (India)." Journal of Information & Knowledge Management 15, no. 04 (December 2016): 1650040. http://dx.doi.org/10.1142/s0219649216500404.
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In this research paper, we have studied the role and process of knowledge management in small family businesses at different stages of its growth: startup, business consolidation and succession. We intend to study if in family run MSME clusters education of firm owner gives any edge in the sustainability of the business. There is lack of availability of literature on study of Indian MSME with family business perspective. Our study encompasses factors that stimulate innovation, technology acquisition and business growth and sustainability. Evidences have been drawn from brass manufacturing cluster of Moradabad, Uttar Pradesh, India. The research is based on cross-case analysis of six brassware manufacturing units of Moradabad. We attempted to build on existing literature reviews on knowledge management process in family firms and assess how these theories fit in case of small family run export oriented enterprises, which are highly competitive. It was found family relationship, attitude to learn, critical thinking and social capital are keys in determining sustainability of these firms. A theoretical model has been curved out of the study.
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Rubin, Yu B., A. Y. Pogorelova, E. V. Alekseeva, M. V. Lednev, D. P. Mozhzhukhin, O. N. Potapova, and T. A. Puzynya. "Training family business in undergraduate." Journal of Modern Competition 14, no. 80 (December 31, 2020): 113–27. http://dx.doi.org/10.37791/1993-7598-2020-14-4-113-127.
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In modern conditions, the development of entrepreneurship is complicated by the lack of uniform educational standards for teaching the conduct of this area of professional activity. In this regard, the article poses the issues of using a competence-based approach to training potential successors of family companies, which is significant for ensuring the success and long-term sustainability of family entrepreneurship. The authors of the article point out the need for the formation of additional professional competencies of students who have the prospect of entering the family business. Displaying the practical use of the proposed approach in the teaching of the discipline “family business” in the undergraduate University "Synergy"
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López-Pérez, María, Iguácel Melero-Polo, Rosario Vázquez-Carrasco, and Jesús Cambra-Fierro. "Sustainability and Business Outcomes in the Context of SMEs: Comparing Family Firms vs. Non-Family Firms." Sustainability 10, no. 11 (November 7, 2018): 4080. http://dx.doi.org/10.3390/su10114080.
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Society is demanding more sustainable and socially responsible business models. Therefore, the concept of sustainability has become a cornerstone to help understand the success of many firms in the current competitive context. However, the context of SMEs has received little attention thus far. In order to solve this gap this article analyses the links between sustainability practices and business outcomes—both financial and non-financial (i.e., image and reputation)—for small and medium-size enterprises (SMEs). In addition, the study strives to analyze the potential differences between family firms and non-family firms. To this end, a quantitative study is carried out using PLS techniques to analyze a sample of SME owners and managers with a view to testing the proposed model based on the Stewardship Theory and Socioemotional Wealth Theory. In this sense, our study is pioneering in that it aims to assess—from a quantitative viewpoint—the moderator role of family firms on a series of relevant sustainability-driven outcomes. The data suggest that, in SME contexts, sustainability influences the corporate reputation, brand image, and financial value of the company. Importantly, we find that the profile (family vs. non-family) of the firm moderates the links between sustainability and business outcomes. Hence, our findings have important implications for sustainability implementation in SME contexts. Finally, we provide a series of guidelines aimed at maximizing the effectiveness of sustainability-based business practices.
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Bakhru, Kanupriya Misra, Manas Behera, and Alka Sharma. "Entrepreneurial communities and family enterprises of India." Journal of Enterprising Communities: People and Places in the Global Economy 12, no. 1 (March 12, 2018): 32–49. http://dx.doi.org/10.1108/jec-01-2017-0003.
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Purpose This paper aims to examine the traditional business communities and family businesses of India, their emergence and sustained growth. Design/methodology/approach The authors analyze the role of business communities in family businesses of India and identify business communities that have still sustained and marked a global presence. Findings Business communities such as Marwaris have the knack for business activities and are leaders of family businesses in India today, who have sustained their past success and continue to create new histories. Other traditional business communities such as Parsis, Sindhis, Chettiars and Gujarati banias have not been able to sustain much. Possible reasons were switching to white-collar jobs, taking up diplomacy and other professions, inter caste marriages, international migration in search of business and Indian government policies. Research limitations/implications This study provides a useful source of information for academics, policy-makers and economists. Practical implications Traditional business communities populate the list of family businesses that have marked their global presence. This paper identifies various factors that are responsible for the growth and sustainability of these business communities. Social implications The study clarifies the role of business communities in domestic economic development. Originality/value The paper explored traditional business communities of India and assessed their role in family businesses of India that currently mark a global presence.
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Liu, Jianchang, and Kathryn Carlson Heler. "Feixiang to FOTILE: growth of a family business." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–8. http://dx.doi.org/10.1108/20450621211312910.
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Subject area Strategy. Study level/applicability The case is suitable for upper level undergraduate business and MBA students. Case overview FOTILE, one of the fam ily businesses in Zhejiang, Ch ina, has now become the leading brand in the Ch ina kitchen appliance industry and has successfully entered into the global market. It has gone from a traditional family business in the 1980s to a modern enterprise because of the successful transformation from the first generation (Father: Lixiang Mao) to the second generation (Son: Zhongqun Mao) and the blending of a family business with the modern enterprise system. They both have strong beliefs that family businesses have their own advantages, but they have different ways and strategies of running the business. The case describes the process of how the father and his son worked together designing the strategies to successfully grow FOTILE. Expected learning outcomes The case is a vehicle for exploring strategies to operate a family business, to successfully develop a sustainability model, to manage a growing company through its entrepreneurial stage, and to merge western business culture with Chinese Confucian culture. It should help students to: explore strategies of managing/leading a family business and transferring successfully the business from one generation to the next; understand the importance of marketing, focusing on overall strategy and sustainability; know how to identify market opportunities, exhibit start-up intent, perform start-up planning, mission development, and feasibility analysis, and acquiring initial resources; and appreciate the close link between culture and strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.
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DANES, SHARON M., JINHEE LEE, SAYALI AMARAPURKAR, KATHRYN STAFFORD, GEORGE HAYNES, and KATHERINE E. BREWTON. "DETERMINANTS OF FAMILY BUSINESS RESILIENCE AFTER A NATURAL DISASTER BY GENDER OF BUSINESS OWNER." Journal of Developmental Entrepreneurship 14, no. 04 (December 2009): 333–54. http://dx.doi.org/10.1142/s1084946709001351.
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Using National Family Business Panel data combined with national natural disaster and federal disaster assistance data, the purpose of the study was to investigate relative contributions of human, social and financial capital; natural disaster exposure; and federal disaster assistance to business-owning family resilience over time for male and female family business owners. With a theoretical foundation of Sustainable Family Business and Conservation of Resources theories, the study examined 311 small family firms from the National Family Business Panel. Federal disaster assistance explained a significant amount of variance in firm-owning resilience. Higher levels of federal disaster assistance were associated with lower family firm resilience for male-owned businesses and higher family firm resilience for female-owned businesses. This study advances knowledge of firm sustainability after natural disasters by adding to the conceptualization and measurement of family firm resilience; by having baseline firm financial data prior to disaster exposure; by utilizing a national, representative, longitudinal family firm sample; by including a range of natural disasters and federal disaster assistance; and by including family resilience over time.
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Salim, Linda, Mohd Noor Shariff, and Darwina Ahmad Arshad. "Predecessors’ Attitude toward Conflict Predictor of Family Business Sustainability." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 3. http://dx.doi.org/10.33021/ijfbp.v1i1.625.
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<p>Using qualitative interviews to understand the mindset of family business leaders in succession, this study proposes that attitude toward conflict is an important decision making element. A collective case studies uncover how attitude toward conflict predicts decision making during succession and influence optimism on the future of the firms. Findings of the study suggest that predecessors who welcome conflicts as a part of family firms take a more relaxed attitude toward succession, with a wider talent pool. This group are also more egalitarian in strategic decision making and optimistic toward the future of the firms. Predecessors who avoid conflict have smaller talent pool, making decisions to nominate few for the position. They is cautious, making decisions for the successors, and are pessimistic about the future of the firms. Contributions from this study are threefold. First, we introduce the use of attitude toward conflict to measure predecessors' behaviors during succession. Second, through identification of attitude toward conflict, we contribute to the literature by predicting predecessors' optimisms toward the future of the firms in the hands of the next generations. Third, this study contributes another dimension to reciprocal nepotism through discovery that family businesses upholding reciprocal nepotism behave differently.</p>
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Tan, Boon In, Kee Luen Wong, and Chee Keong Choong. "Can TQM improve the sustainability of family owned business?" International Journal of Innovation and Learning 17, no. 2 (2015): 174. http://dx.doi.org/10.1504/ijil.2015.067406.
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Hategan, Camelia-Daniela, Ruxandra-Ioana Curea-Pitorac, and Vasile-Petru Hategan. "The Romanian Family Businesses Philosophy for Performance and Sustainability." Sustainability 11, no. 6 (March 21, 2019): 1715. http://dx.doi.org/10.3390/su11061715.
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Family businesses represent a large segment of private companies and contribute greatly to economic growth. In this context, the objectives of this paper are to identify the characteristics of Romanian family businesses, starting from their involvement and governance mechanisms, and also to investigate if these specific items allow them to act towards creating sustainable businesses. In order to achieve these objectives, we have used qualitative and quantitative research, consisting of two phases: (a) we have analyzed the reports regarding the Romanian family businesses, in order to identify their characteristics; and (b) we have empirically tested if the characteristics are correlated with company financial performance and social responsibility. The results show that Romanian family businesses are aware of the changes that may appear and that they have started to implement internal processes oriented towards sustainability. Also, the main family involvements in business were ownership, governance, management and succession, which have a correlation with the performance of their company.
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Bozer, Gil, Leon Levin, and Joseph C. Santora. "Succession in family business: multi-source perspectives." Journal of Small Business and Enterprise Development 24, no. 4 (November 20, 2017): 753–74. http://dx.doi.org/10.1108/jsbed-10-2016-0163.
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Purpose Despite the extensive breadth of research into the critical challenge of succession in family business, generational succession in family business has been investigated from predominately one-dimensional perspective. The purpose of this paper is to respond to call for a multi-perspectives examination of leadership succession in order to embrace the dynamic and complex nature of succession in a family business. Accordingly, the authors investigated the key personal and professional factors associated with effective family-business succession across four key stakeholders: incumbent, successor, family, and nonfamily members. Design/methodology/approach The explanatory research design included 16 interviews in Phase 1 and 41 prospective case study interviews in Phase 2, both with Australian family businesses that had or were about to experience generational transition. Findings Incumbents and successor interview findings support the benefits of maintaining a cohesive family business, adaptable family culture, and familiness for effective succession. The authors also identified several personal components (e.g. family-business socialization and external experiences) that can help determine the commitment of successors and how this commitment can change once they assume a leadership position. Business size was the professional component supported by incumbent, successor, and nonfamily members as having a significant impact on succession process. As family business grows and becomes more highly complex, a clearly defined set of procedures become imperative. Practical implications Family-business practitioners can apply the findings to manage the processes and expectations of family and the business to achieve effective generational succession and thereby increase the sustainability of the business. Originality/value This research provides a coherent and comprehensive understanding of the interdependencies of competing priorities in the complex succession process that is essential for family-business sustainability and performance.
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Adendorff, C., and C. Boshoff. "The impact of culture-related factors on good governance in Greek family businesses in South Africa." South African Journal of Business Management 42, no. 2 (June 30, 2011): 1–14. http://dx.doi.org/10.4102/sajbm.v42i2.490.
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The size of the family business component of the South African economy suggests that it is the predominant way of doing business in South Africa. A large proportion of these family businesses are Greek-owned. More importantly it is estimated that approximately 95% of all Greek businesses in South Africa can be classified as family businesses. The sustainability of Greek family businesses requires that they maintain good governance practices that are both economically and environmentally acceptable to all stakeholders. It also requires that the next generation of Greek entrepreneurs effectively balance good governance of their businesses with their family commitments.The primary objective of this study was to identify and explore the internal, culturally-related factors that influence good governance to ensure the survival, growth and sustainability of Greek family businesses in South Africa. A theoretical model of good governance factors was proposed and tested using Structural Equation Modelling.The study found that perceived good governance in a South African Greek family business context needs to be managed in terms of three factors, namely risk control, the internal regulatory environment and the protection of the stakeholders' interest. The study found that needs alignment, cultural needs alignment, vision and ethnic entrepreneurial growth all impact directly or indirectly on perceived good governance in South African Greek family businesses.
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Goel, Meghna. "The sustainability quotient: a trader’s trade-offs." Emerald Emerging Markets Case Studies 11, no. 3 (August 31, 2021): 1–17. http://dx.doi.org/10.1108/eemcs-05-2020-0178.
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Learning outcomes The learning outcomes of this case will help the participants to assess values, motivations and interpersonal relations that exist and evolve in a family firm; analyze individual-level strategies in absence of business growth strategy and succession plan; expose trade-offs associated with natural inheritance or merit-based succession; reveal alternate strategies of coping with conflicts in multi-generation multi-family firms. Case overview/synopsis This case focuses on leadership, succession and conflicts at Dalal Group, a 50 years old textile yarn trading family-run business. The trading business has 10 members across three generations working in it. The business is making profits but the growth of the business is not synchronous to the number of family members working in it. As revenues are stable and buyers’ network is not growing, an internal tussle has begun among the members to preserve business resources available to them. The founder, who is also the Managing Director of the Group, is about to retire in a couple of years but there is no clear successor to his position. In the absence of a business growth plan and uncertainty about the next leader, members are clueless about their own future and that is affecting their interpersonal relations at work. This has triggered the need for decision and action by the founder, failing which the business might disintegrate. The case author has used personal interview methods and secondary sources like annual reports and manuals of the company to collect data and information. Complexity academic level Senior Undergraduates, MBA (Entrepreneurship and Family Business), MBA. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.
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Al-Dajani, Haya, Zografia Bika, Lorna Collins, and Janine Swail. "Gender and family business: new theoretical directions." International Journal of Gender and Entrepreneurship 6, no. 3 (September 2, 2014): 218–30. http://dx.doi.org/10.1108/ijge-11-2013-0069.
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Purpose – This editorial aims to investigate the interface between gendered processes and family business by exploring the extent to which gendered processes are reinforced (or not) in family business operations and dynamics. This approach will complement the agency and resource-based view theoretical bases that dominate family business research (Chrisman et al., 2009) and further contribute to extending gender theories. Design/methodology/approach – Acknowledging that gender is socially constructed, this editorial discusses the interface between gendered processes and family business within entrepreneurship research. Findings – Despite a growing interest in gender and family business, there is limited literature that explores gender theory within family business research. A gender theory approach embracing family business research contributes to a needed theoretical deconstruction of existing perspectives on the operations, sustainability and succession of family businesses in the twenty-first century. Originality/value – This editorial makes a contribution to extant scholarship by extending gender theories through an exploration of the gendered processes in family business research.
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Forés, Beatriz, Zélia Breithaupt Janssen, and Heitor Takashi Kato. "A Bibliometric Overview of Tourism Family Business." Sustainability 13, no. 22 (November 19, 2021): 12822. http://dx.doi.org/10.3390/su132212822.
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Family businesses are of particular economic relevance in the international hospitality and tourism industry. However, there are few studies that address their specific characteristics and objectives. The aim of this study is to produce a bibliometric overview that reveals the structure underpinning the analysis of the tourism family business in the business and management research field. The study also reveals the evolution of this research over time, as well as the most relevant related concepts and study gaps. Through a keyword co-occurrence analysis and a systematic review of 129 studies on tourism family businesses published between 1997 and 2020, the main contributions were organized into four thematic clusters, which include specific theoretical approaches. The clusters are Entrepreneurship, Marketing Orientation and Innovation Performance; Capabilities and Competitiveness; Sustainability; and Strategy and Economic Performance. On the basis of these results, this study introduces an integrative framework for tourism family business research, clarifying the rich diversity of research paths that seek to explain tourism business competitiveness, and identifying potential directions for future research aimed at further developing the field.
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Suvittawat, Adisak. "Influential Factors on Business Operation Sustainability of Entrepreneurs." International Journal of Asian Business and Information Management 13, no. 1 (January 2022): 1–17. http://dx.doi.org/10.4018/ijabim.300349.
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The purpose of his study is to determine the factors that influence the sustainability of entrepreneurial business operations in the Lower Northeastern Area of Thailand, across varies industries. We followed the marketing mix (5P) model exploring product perspective, price perspective, distribution channel, promotion perspective and people perspective and their influence on entrepreneurial business operations sustainability. There was a strong emphasize on the quality and quantity of products provided as well as uniqueness of the products and services developed by the entrepreneurs. Price was less important as long as it was competitive. Location was the most important factor when it came to distribution channel especially for service businesses. Online businesses were slowly developing. Customers preferred brick and mortar family businesses with knowledgeable and friendly entrepreneurs who are service oriented. People make the difference in the sustainability of entrepreneurial operations.
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AlRebdi, Anas, and Khaliq Ahmad Mohamad. "Unsustainable Family Business in Saudi Arabia - The Roadmap Ahead." International Journal of Business and Management Research 9, no. 2 (June 30, 2021): 233–43. http://dx.doi.org/10.37391/ijbmr.090216.
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Family businesses play a crucial role in the global economy. The GCC especially the Kingdom of Saudi Arabia occupies a significant place in the global economic pie. It offers many employment opportunities to the Saudi and non-Saudi nationals and contributes a significantly to the GDP. According to the government sources there are an estimated 538,000 family businesses in the Kingdom and together this family business cluster contributes approximately 216 billion dollars to the national GDP and provides employments to approximately 7.2 million workers that constitute about 52 percent of the total workforce. Beside such a great potential there are only a few of them can thrive and survive in the present circumstances in the market. Just a third of family businesses are successful thanks to a new generation of entrepreneurs in command. Future success depends to a large extent on the successive achievements of these newly minted entrepreneurs and sustainability of family businesses of such companies in the past affects the success of future generations of these family businesses. There are many challenges these family businesses are facing once left them unattended may cause them to fail is the focus of this study. Hence there is a need to focus on several attributes of sound management in order to be able to continue and grow to remain sustainable would be contribution of this study. The purpose of this study therefore is to identify the various success factors associated to the question of unsustainability of these family businesses (FB) in Saudi Arabia (KSA). Our understanding indicated that Family Businesses (FB) is short-term oriented. For sustainability these FBs need to create and give more importance to factors such as strategic thinking, to train next of kin to ensure succession planning and sound corporate governance for business longevity. As recommendation the immediate family members and potential business leaders emerging from the younger generations need to be trained for their business continuity and survival.
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Van Der Merwe, S. P. "Determinants of family employee work performance and compensation in family businesses." South African Journal of Business Management 40, no. 1 (March 31, 2009): 51–63. http://dx.doi.org/10.4102/sajbm.v40i1.535.
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This study highlighted the importance of establishing clear work roles and responsibilities in the family business, the measurement of family employee work performance and regular feedback on their performance and fair and market-based compensation of family employees in family businesses. An Oblimin oblique rotation was performed on the principal components of the exploratory factor analysis. In this study three factors describing the theoretical dimensions of family employee work performance, clear work roles and responsibilities and family employee compensation in family businesses were extracted. Although statistical significant differences were found between the perceptions of male and female as well as between senior and younger generation family employees regarding the constructs, these differences were not practically significant. This study, however, confirms the important role that an effective family employee work performance management and compensation strategy plays to ensure harmonious family relationships and at the end the sustainability of the family business. Practical recommendations are suggested to improve the effectiveness of family employee work performance and compensation in family businesses. Recommendations are also offered to utilise the questionnaire as a diagnostic tool.
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Abdelaziz, Samir A. "The Importance of the Governance Role in Achieving Stability and Sustainability in Family Business Companies Through Generations." Business and Management Studies 7, no. 3 (August 19, 2021): 16. http://dx.doi.org/10.11114/bms.v7i3.5300.
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Family businesses have continued to draw researchers' attention due to their strategies while making sustainable decisions. Notably, these business models deserve more recognition in this discourse, considering that they contribute up to 70% of the global Domestic Product. This article focuses on some drivers to sustainable decisions revolving around three pillars: environmental, social, and economic. The author's aim in this context is to provide a statistical model that could be used to forecast revenue trends to establish if family businesses are poised for sustainability or not. The models essentially allow for an analysis of the relationship between family businesses' internal drivers with corresponding financial objectives.However, these business models may fail to achieve their objectives if they do not embrace good governance, allowing them to react to challenges. Corporate governance is an essential framework that companies use to reconcile individual, community, business owners, and shareholders' interests in a dynamic global economy. Companies that align with the principles of good governance are more likely to remain sustainable, stable, and profitable. In retrospect, business enterprises that ignore the provisions of corporate governance risk facing uncertainties, most notably, dissolution and bankruptcy. The second, third, and subsequent generations fail to internalize and advance the founder's long-term organizational goals.This study adds to the existing literature on economic sustainability of family businesses characterized by market value and higher revenue generation.
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Ramadani, Veland, Léo-Paul Dana, Nora Sadiku-Dushi, Vanessa Ratten, and Dianne H. B. Welsh. "Decision-Making Challenges of Women Entrepreneurship in Family Business Succession Process." Journal of Enterprising Culture 25, no. 04 (December 2017): 411–39. http://dx.doi.org/10.1142/s0218495817500157.
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The decision-making process concerning succession issues for family businesses is crucial as it affects long term performance and sustainability. However, while succession issues in family business has been extensively studied, the decision-making process for women-owned family businesses is sparse, particularly in transition economies. This is despite the growth of women-owned businesses worldwide. This study explores the succession decision-making process in women-owned small family businesses in Kosovo using a qualitative approach. The findings suggest that group decision making is important in family businesses and plays a role in determining how gender influences succession planning. Managerial and policy implications are discussed.
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Moreno-Gené, Jordi, and José Luis Gallizo. "Intergenerational Differences in Family Business Management and Their Influence on Business Profitability." Sustainability 13, no. 12 (June 21, 2021): 6979. http://dx.doi.org/10.3390/su13126979.
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The generational change in the family business opens up expectations of strategies such as sustainability, professionalisation and internationalisation. Yet, there are gaps in current literature which fail to explain whether there are benefits in such strategies according to their management, their generational status, and their effects on performance. This paper compared first with second and later generation companies through the relevant characteristics. A regression analysis was applied to a sample that was identified by the Spanish Family Business Institute with information on growth strategy, corporate governance, professionalisation, and ownership, that is supported by financial data for the period of 2016–2020. The results showed that, although the differences in terms of profitability were small between generations, there were significant differences in management that affected performance. Growth tended to be lower in the second and subsequent generations, which also h a greater tendency to internationalise, being motivated by the professionalisation of management. Previous works in the literature have analysed differences in profitability between generations, however the analysis in this present work investigated the origin of these differences. The results showed disparities in management that allowed for the obtaining of different profitability indices, and therefore are of practical importance in the management of the internationalisation, growth, and sustainability of the family business in the face of intergenerational succession.
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Rekarti, Endi, Zakaria Bahari, Normaisarah M. Zahari, Caturida Meiwanto Doktoralina, and Nor Asariah Ilias. "The Sustainability of Muslim Women Entrepreneurs: A Case Study in Malaysia." International Journal of Financial Research 10, no. 5 (June 10, 2019): 430. http://dx.doi.org/10.5430/ijfr.v10n5p430.
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The number of women who engage in small entrepreneurs (SMEs) in Malaysia, Kelantan has a high number of Muslim businesswomen whose efforts have been in place for over ten years and their businesses are able to increase family income on sustainable. This paper aims to identify the types of sustainability activities undertaken by Muslim small business women in Kelantan and to analyse the factors that influence the viability of Muslim women entrepreneurs doing business there. A case study was conducted to answer the question of how Muslim women entrepreneurs can be sustainable in business. Interview respondents were selected from a random sampling conducted on 15 Muslim women entrepreneurs in Kelantan. These findings indicate the dry food product business is more sustainable than wet goods because the sale of dry goods is always in demand and does not require much initial capital. This study shows that the factors that influence the survival of Muslim women small entrepreneurs in Kelantan are divided into three categories i.e., First financial capital, the human capital of an inherited business and the family experience gained in the field plays a role. Last, the patient's spiritual element, which is deliberate and honest.
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Koentjoro, Sugiarto, and Sri Gunawan. "Managing Knowledge, Dynamic Capabilities, Innovative Performance, and Creating Sustainable Competitive Advantage in Family Companies: A Case Study of a Family Company in Indonesia." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 3 (September 18, 2020): 90. http://dx.doi.org/10.3390/joitmc6030090.
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Family businesses often face significant challenges while trying to develop and increase their sustainability throughout generations. This is often due to their inability to properly manage the knowledge required to develop their resources to increase sustainability. Therefore, this study examines the relationship between processes of managing knowledge, dynamic capabilities, and innovative performance in an Indonesian family company in order to improve business performance. This is qualitative research with a single case study used to obtain data from nineparticipants in an Indonesian family company (“Ardiles”) that focuses on footwear. The findings showed that a family company that mobilizes knowledge can improve its members’ dynamic capabilities for proper business management and growth. Furthermore, the frequent process of mobilizing knowledge improves family members’ dynamic capabilities to create new ideas. This creative process helps to improve its innovative performance, thereby creating a sustainable competitive advantage among family companies.
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Chiang, Hsiang-Tsai, and Fang-Chun Liu. "Family firms control structure and corporate sustainability." Corporate Ownership and Control 13, no. 1 (2015): 1088–100. http://dx.doi.org/10.22495/cocv13i1c9p10.
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A company with CSR devotion reflects this company aims not only in making profit, but also in sustainability. Family-owned companies have possessed of both control and operation right of the company, and family will devote themselves in CSR to signal the company’s commitment and then gains good image in order to sustainable and to maximize family benefit, The result indicated a positive relation between sustainability and the percentage of control shareholding, and negative relations between sustainability and two kinds of characteristic of family firms, which are the internal degree of the Board of Directors and the firm directed by single family. The evidence can offer stakeholders or the public to judge or predict the future development of the family firm.
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Anggadwita, Grisna, Werda Bagus Profityo, Dini Turipanam Alamanda, and Anggraeni Permatasari. "Cultural values and their implications to family business succession." Journal of Family Business Management 10, no. 4 (June 26, 2019): 281–92. http://dx.doi.org/10.1108/jfbm-03-2019-0017.
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Purpose The family business is one of the business entities that contribute to the economy of a country. Succession in the family business occupies a strategic position, especially in maintaining the company’s sustainability. The Chinese family business has unique characteristics in maintaining and growing its business with the cultural values that underlie how their business. The purpose of this paper is to discuss the cultural values of Chinese ethnic and their implications in the succession process in small family businesses in Bandung, Indonesia. Design/methodology/approach This research uses a qualitative method with the in-depth interview method as a data collection technique. The sampling technique uses purposive sampling, while to test the validity of research data using a triangulation technique. A total of four small Chinese-owned family businesses participated as informants in this study. The study will identify the stage of succession process in the Chinese family business. Findings There are several stages identified in the succession planning of small Chinese-owned family business in Bandung which include succession antecedents, succession activities and desired outcomes. The results showed that small Chinese-owned family business in Bandung has not applied the rules and procedures in the succession process. Most of the Chinese family business in this research still holds Confucianism culture; they prioritize boys as business successors, who have a greater responsibility rather than successor with other gender. Practical implications Several implications are discussed. One of them is the Chinese family business holding cultural values in the process of family business succession. Originality/value This research is expected to provide theoretical and practical implications for academics and family companies with similar cases.