Relevant bibliographies by topics / Family-owned business enterprises

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Family-owned business enterprises'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Family-owned business enterprises"

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de Farias, Salomão Alencar, Rajan Nataraajan, and Erica Piros Kovacs. "Global business partnering among family-owned enterprises." Journal of Business Research 62, no. 6 (June 2009): 667–72. http://dx.doi.org/10.1016/j.jbusres.2008.02.003.

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Nandlal, Honey, and Suresh Kumar. "MANAGING SUCCESSION IN A FAMILY OWNED SMALL-MEDIUM ENTERPRISES." International Journal of Family Business Practices 3, no. 1 (June 30, 2020): 21. http://dx.doi.org/10.33021/ijfbp.v3i1.1157.

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<p>Nowadays, family businesses are of high number in countires and contribute to the development of the economy. This research was conducted due to the importance of family business survival and it focuses on factors that affect their performance. Recently, family businesses have been identified as one of the concerns in the global entrepreneurial development agenda. This is because of the existing problem which is caused by family business owners avoid planning and treat succession as a problem instead of an opportunity. This impacts the continuity of the family-owned business. This research is made to emphasize the importance of planning and the drawbacks of negative bias in viewing succession as a problem. This study is expected to make family business owners understand the importance of planning and treating succession as an opportunity to achieve continuity. Qualitative research method was chosen as the method of the research with first generation family business owners as the key informants. Three key informants are chosen; Mr. Untoro A. Suryadi, Mr. IS and Mr. AS. In conclusion, family business should stop strategizing succession and treat succession as a practice.</p>
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Dominic Suta, Damas. "Sustaining Transport Business: Analyzing Succession Planning for Family - Owned Transport Enterprises." International Journal of Science and Research (IJSR) 12, no. 8 (August 5, 2023): 1302–8. http://dx.doi.org/10.21275/sr23807204811.

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

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This article discusses whether family ownership affects a firm's adoption of flexible manpower and organization practices. The results presented in the article show that the important divide is not between family-owned and nonfamily businesses: family businesses with a professional top manager differ from nonfamily firms only as regards one of seven flexibility measures. More important is whether the owners choose to be in charge of the day-to-day running of the firm themselves (owner-management) or leave it to a professional manager. In owner-managed family businesses, five out of seven practices for increased flexibility prevail less frequently than in both family businesses with a professional manager and nonfamily firms. Owner-managers are, then, more skeptical of adopting new management principles and personnel policies than are professional managers.
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Denison, Daniel, Colleen Lief, and John L. Ward. "Culture in Family-Owned Enterprises: Recognizing and Leveraging Unique Strengths." Family Business Review 17, no. 1 (March 2004): 61–70. http://dx.doi.org/10.1111/j.1741-6248.2004.00004.x.

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Through years of consulting experience and culture research, a fuller picture of family firms began to emerge. It became increasingly clear that family business sustainability and accomplishment were rooted in something deeper, something beyond superficial explanation. Belief in the innate value and uniqueness of family business culture drove collaboration on this project between the disciplines of family business and organizational behavior. The goal was to critically examine family business culture and performance relative to nonfamily firms. The Denison Organizational Culture Survey, a cultural assessment tool that has linked corporate culture to financial performance, was administered to a sample of 20 family businesses and 389 nonfamily businesses, allowing us to compare their cultures. The results showed that the corporate cultures of family enterprises were more positive than the culture of firms without a family affiliation. Family enterprises scored higher on all 12 dimensions of the assessment tool. Despite the small sample, several of these differences were statistically significant. This suggests that family firms perform better because of who they are. In addition, recent research that shows they also perform better because of what they do strategically. Their histories and shared identities provide a connectedness to time-tested core values and standards of behavior that lead to bottom-line success.
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Wang, Lin, and Guangming Wang. "Family Involvement, Institutional Investor Shareholding and Corporate Social Responsibility." BCP Business & Management 43 (March 24, 2023): 342–53. http://dx.doi.org/10.54691/bcpbm.v43i.4659.

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As an important form of enterprise, family business's production and operation activities are largely affected by family involvement. This paper takes China's A-share listed family enterprises from 2016 to 2020 as the research object to explore the impact of family involvement on corporate social responsibility. The research results show that with the increase of family involvement, family members take the maintenance of social emotional wealth as an important basis for business decisions, and enterprises will take more active social responsibilities. Further analysis shows that the level of family ownership involvement plays a stronger role in enhancing the level of corporate social responsibility when institutional investors hold lower shares. Based on the subdivision analysis of the way of family ownership, the results show that the improvement of the involvement of family ownership contributes to the performance of the social responsibility of directly established enterprises, and the involvement of family governance and management power significantly and positively affects the performance of the social responsibility of indirectly established family enterprises. Based on the analysis of the difference in the duration of family-owned enterprises, the results show that the higher the degree of family involvement of family-owned enterprises with a shorter duration of family-owned enterprises, the more conducive to the performance of corporate social responsibility. This paper discusses the impact of family involvement of Chinese family enterprises on their social responsibility, hoping to provide guidance for reasonably guiding family enterprises to assume social responsibility.
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Indrayana, Fandili. "Legal Construction Appropriate Form of Business Agencies in The Development of Village-Owned Business Units By Notary Based on Law Number 6 of 2014 Concerning Village." Authentica 5, no. 1 (August 15, 2022): 30–45. http://dx.doi.org/10.20884/1.atc.2022.5.1.190.

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The legal construction of the Village Owned Enterprise Deed in choosing a business form sometimes becomes a problem. This research is aimed at the legal construction of the proper form of business entity in the Deed of Village-Owned Enterprises by a Notary based on Law Number 6 of 2014 concerning Villages. In addition, it is also to analyze the legal relationship of Village-Owned Enterprises as business entities in forming other legal entities as business activities using normative research methods. The results of the study state that, BUMDes is a village-owned enterprise established on the basis of the needs and potential of the village as an effort to improve community welfare with a family spirit, so the legal construction of the right form of business entity in the Deed of Village-Owned Enterprises by Notaries based on Law Law Number 6 of 2014 concerning Villages is a cooperative or PT (Persero). The relationship between Village-Owned Enterprises as a business entity and other legal entities as business units is basically a two-sided legal relationship (tweezijdige rechtsbetrekkingen), namely the legal relationship between two parties accompanied by the rights and obligations of both parties. We recommend that the Regulation of the Minister of Villages, Development of Disadvantaged Areas, and Transmigration Number 4 of 2015 concerning Establishment, Management and Management, and Dismissal of Village-Owned Enterprises does not limit the selection of legal construction of BUMDes business units, apart from that it is necessary to regulate BUMDes in the form of Laws especially regarding provisions state finances as separated capital, and the accountability of the board of directors.Keywords: Legal Construction, Village-Owned Business Unit Deed, Notary
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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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Kiwia, Rose Haynes, Kenneth M. K. Bengesi, and Daniel W. Ndyetabula. "Succession planning and performance of family-owned small and medium enterprises in Arusha City – Tanzania." Journal of Family Business Management 10, no. 3 (December 5, 2019): 213–30. http://dx.doi.org/10.1108/jfbm-03-2019-0018.

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Purpose The purpose of this paper is to examine succession planning and performance of family-owned small and medium enterprises (SMEs). Design/methodology/approach The quantitative research approach and a cross-sectional research design were employed. The probability sampling technique was used to draw 219 respondents from the sampling frame. A structured questionnaire was used for data collection. Descriptive statistics and independent samples t-tests were used for data analysis. Findings It was revealed that most of family-owned SMEs founders in the study area had mechanisms for succession planning for their businesses. Also, there is a difference in business performance when successors are selected and prepared by business founders compared to when they are selected and prepared by other family members. Successors selected and prepared by business founders performed better in business than successors who were selected and prepared by other family members. Research limitations/implications This study employed a quantitative research paradigm methodology, which limits deep discussion with respondents. Future studies could consider using a qualitative research paradigm methodology. Originality/value The paper presents succession planning process experience in family-owned SMEs in the study area, specifically the existence of succession planning in family-owned SMEs. It also shows a difference in business performance between the two investigated groups. This paper will benefit business founders, family business successors and researchers.
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Pinzón-Castro, Sandra Yesenia, Gonzalo Maldonado-Guzmán, and José Trinidad Marín-Aguilar. "Innovation Adoption in Mexican Small Family Firms." International Business Research 11, no. 4 (February 23, 2018): 7. http://dx.doi.org/10.5539/ibr.v11n4p7.

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

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Klee, Robynne. "The influence of family business resources on transgenerational success: a family business case study." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/11124.

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Family businesses are major contributors to the economies of most countries and are known to be one of the best performing, most prevalent and resilient forms of business throughout the world. Despite their importance and based on the vast amount of research done in the field of family businesses, this form of business appears to be laden with challenges and is short-lived. Amongst others, one of the most fundamental challenges and contributors to the short-lived nature, and thus high failure rate of family businesses is poor succession planning. In order to address this challenge, the Successful Transgenerational Entrepreneurship Practices (STEP) research framework was developed to ascertain the factors that contribute to entrepreneurial performance and the effective transgenerational potential and success of family businesses globally. Transgenerational potential, entrepreneurial performance, the external mediating factors influencing family businesses, Entrepreneurial Orientation (EO) and the Resource Based View (RBV) of familiness resource pools are the components that make up the STEP research framework. By adopting the STEP research framework, the primary objective of this study is to establish how a transgenerational family business creates new economic activity over time by using and transferring familiness resource pools from one generation to the next. Due to the primary focus of the study being to research familiness resource pools and how they generate transgenerational potential for family businesses, this component of the STEP research framework is investigated in detail. The literature review therefore highlights the eight dimensions of familiness resource pools, namely: leadership, networks, capital, decision-making, culture, relationships, governance and knowledge, and are the main focus of this study. An interpretivism research paradigm is selected for this study. Interpretivism paradigms are associated with qualitative research methodologies. Owing to the fact that much still remains to be discovered in terms of familiness and familiness resource pools, a descriptive, single-case study is the type of research method undertaken. The sample is identified based on non-probability purposive sampling as per the strict guidelines of the STEP project. The sample size in this study consisted of one family business operating in the Eastern Cape, South Africa. The STEP interview schedule, which consists of semi-structured questions, is the research instrument used to collect the necessary data from five participants involved in the family business (a prominent motorcar dealership). Once all the data is collected, a combination of directed content analysis and explanation building are used to analyse the data. The findings of the study reveal that the leadership values present in the family business stem from that of the founder. Contrary to the current CEO’s beliefs that the family business investigated operates primarily under his participative leadership style, the interviews reveal that while the CEO does demonstrate participative leadership, his leadership style is somewhat autocratic in nature. This autocratic leadership style has caused the employees and the business as a whole, to become too reliant on the CEO, especially in terms of strategic decision-making, which may be a threat to the future succession of the business. The CEO’s expert leadership however, ensures that the business adheres to strict guidelines in terms of employing the best person for the job, regardless of whether the candidates are family members or not. As such, the prominent motorcar dealership is marketed as a family business and together under the family leadership, has helped attract customers and well qualified non-family employees to the business. While there is ample leadership available within the business, the lack of succession planning is reiterated to be a major threat facing the future of the business. Almost all of the original networks established by the founder in the prominent motorcar dealership studied still exist in the business in 2014. It is established that employees, especially those in the third generation, are encouraged to build their own networks within their relevant spheres of responsibility. Moreover, the business family’s history, reputation and goodwill have helped create and establish networks for the family business, especially within the Eastern Cape. These networks have helped the business drive sales and have contributed to the success of the business.
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Musengi, Sandra. "Passing the spear : a grounded theory study of the influence of family business value sets on succession planning in black family-owned businesses." Thesis, Rhodes University, 2007. http://hdl.handle.net/10962/d1007056.

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Literature suggests that a small number of family businesses are able to make the transition from the founder to other family members with a common reason cited being the lack of planning. This study aims to build understanding of leadership succession in family businesses by focusing on the influence of a founder's family business value set on the succession planning process in Black family-owned businesses. Using the Strauss and Corbin (1990) grounded theory method, this study develops a theory of succession planning of Black familyowned businesses labelled Passing the Spear which is comprised of three stages based on an analysis of 21 qualitative interviews. The Spear was an analogy used to represent both the values of the founder and the family business, thus in Passing the Spear, founders where essentially performing a dual transfer of their values and leadership to the successor. The implementation of the process Passing the Spear was influenced by the family business value set of the founder, which in this study, were labelled as Traditional, Progressive, and Transitional. These value sets were distinguished by their behaviour regarding their choice of successor where founders with a traditional value set exhibited gatekeeping behaviour, while the behaviour of founders with a progressive value set was labelled navigating, and finally, founders with a transitional value set demonstrated behaviour labelled exploring. Furthermore, it was found that after the successor had been chosen, founders appeared to follow a generic succession planning process, however, the ease and timing of implementation was influenced by the family business context, evidence of being proactive and the degree of family business resilience. The process of Passing the Spear comprised of three stages of (a) Showing the spear where the founder's focus is on the induction and socialization of the successor using the strategies of bringing the successor into the family business and managing the family-business interface using relationships; (b) Explaining the spear entailed founders using the strategies of sharing knowledge and teaching the successors about the family business; and ( c) Sharing the spear was where founders focused on empowering the successors by implementing strategies of sharing responsibilities and learning from the successor.The process provides insights into the influence of family business values on the succession planning process and can be useful for founders of Black family-owned businesses in planning for succession in their businesses. In addition, the study provides another perspective of succession planning and offers a contribution to the literature for understanding succession in Black family-owned businesses.
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Farndell, Mark. "The role of governance: family owned butchery." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1509.

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The importance of SME family businesses is evident in society. Coming out of a recession, the innovation, labour absorption and employment creation capabilities of SMEs and family businesses globally, and in emerging economies with high levels of unemployment and poverty, is incredibly important for environmental sustainability and societal harmony. Good governance is empirically proven to improve long-term sustainability of organisations, and poor governance is linked to the demise of many businesses – large and small, family and non-family businesses alike. This research, by means of a thorough literature review of family business and governance, and a single in-depth case study, identifies the components of SME family business governance in a contextual setting in South Africa. The literature review defines SMEs, family businesses and corporate governance. It reviews the nuances of family businesses that make them distinctive from non-family businesses, the models of family businesses that have been developed over time, the approaches to corporate governance, corporate governance codes of conduct, and family business governance models, as well as the components and dynamics of family business governance. The qualitative case study approach adopted enables the in depth contextual identification and exploration of the dynamics of family business governance. Empirical data collected from interviews, observations and reports are analysed using triangulation and pattern matching logic to ensure validity and reliability. Empirical findings are discussed with reference to the literary research findings, integrating literary and empirical findings, and resulting in the development of a conceptual model of family business governance, an SME family business governance structures model, and an SME family business authority delegation model. Governance is defined as the manifestation of the intent of the founder/owners of the business. Governance is manifest in structures, strategies, policies, procedures, relationships and performance. The reciprocity of transfers and outputs between the family business systems, the family business and its contextual environment is reflected in the performance of the business; which in turn is a reflection of the governance of the family and the family business. The study concludes with the importance of the family and its cohesion and harmony, and the impact it has on synergy, unity and harmony in the business. The study also finds that governance is strategic leadership, and that efficient and effective governance leads to synergies between the family, the family business and its contextual environment that when harnessed and directed towards a vision, can produce unimitable competitive advantages for the family firm.
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Wong, Kin-ki. "The problems of managing control in Chinese family firms : the case of Hong Kong /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19272984.

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Jain, Nalin. "Study of succession in Indian family owned enterprises." Thesis, IIT Delhi, 2016. http://localhost:8080/iit/handle/2074/7053.

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Adams, Leigh Christie. "The cultural determinants of success in Indian owned family businesses." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1258.

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Family owned businesses play a vital role in the economy of a country, therefore their sustainability and succession is a topic that requires adequate research and analysis. This is required to determine the impact and contribution at a socioeconomic level and future development of the family owned business. Within the Nelson Mandela Metropolitan area previous research has been conducted analysing the above with regard to Greek family businesses. There is a little evidence to suggest similar studies have been conducted on Indian owned family businesses, specifically businesses operating at a third generation level. This research will therefore analyse Indian owned family businesses that are at a minimum level of third generation within the Nelson Mandela Metropolitan area. The purpose is to investigate whether there is any specific cultural attributes of the Indian culture which have contributed to their success.
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Kabir, Muhammad Naveed. "Developing a successful succession model for family-owned businesses." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007kabirm.pdf.

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Ward, Graham. "A training and development model for successors in a family business : case study." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1559.

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Family businesses constitute between forty five and ninety percent of gross domestic product world wide. Research shows that within the next five years over fifty percent of executives will retire, highlighting the significance of successful family business successions. Family businesses founded in the “baby-boom” era are of immediate concern to researchers who are working to understand the dynamics around the succession process and ultimately the criteria preventing or enhancing successful successions. The purpose of this study was to better understand the development of successors in family businesses. A detailed literature study was conducted on family businesses and in particular the factors which both positively and negatively affect family business successions. A single case study approach was used to test whether six dynamic variables applied to this case or not. Three sibling brother successors, a sibling sister and their parents were each separately interviewed and the interviews voice recorded. They were asked questions which could be later analysed and used to uphold or negate whether the six dynamic variables applicable to successful family business succession were upheld or rejected. The data was meticulously analysed and similar answers grouped together. Answers which varied from the norm were reported separately. It was found that in all six of the propositions the responses received from the case study respondents upheld the propositions. Thus, families businesses seeking succession, may well understand and take action regarding the six dynamic variables relating to successful family business successions
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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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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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Books on the topic "Family-owned business enterprises"

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PT, Infordev Aditama. The Indonesian family business profile: Exposing 150 family business. Jakarta, Indonesia: Infordev Aditama, 1998.

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American Bar Association. Committee on Small Business., American Bar Association. Section of Real Property, Probate and Trust Law., and American Bar Association. Section of Taxation., eds. Marketing to family-owned businesses. [Chicago, Ill.]: American Bar Association, Section of Business Law, 1995.

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B, Rose Mary, ed. Family business. Aldershot, Hants, England: E. Elgar, 1995.

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Dutta, Sudipt. Family business in India. Thousand Oaks, Calif: Sage Publications, 1999.

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Massachusetts Mutual Life Insurance Company. American family business survey. Massachusetts]: Mass Mutual Financial Group, 2003.

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Dutta, Sudipt. Family business in India. Thousand Oaks, Calif: Sage Publications, 1996.

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McMillan, Kristi S., Torsten M. Pieper, and Joseph H. Astrachan. The family business: Critical perspectives on business and management. New York: Routledge, 2012.

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Aronoff, Craig E. Family business compensation. 2nd ed. New York, NY: Palgrave Macmillan, 2011.

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Aronoff, Craig E. Family business compensation. 2nd ed. New York, NY: Palgrave Macmillan, 2011.

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Branch, Ontario Small Business. Family enterprise in Ontario. [Toronto]: Ministry of Industry, Trade and Technology Ontario, 1986.

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Book chapters on the topic "Family-owned business enterprises"

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Sadkowska, Joanna. "Project Risk Culture in Micro- and Small Family-Owned Enterprises: A Stakeholder Perspective." In Eurasian Business Perspectives, 115–28. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52294-0_7.

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Arambhan, Pooja Alfred, Jireh Hooi Inn Seow, and Bhanu Ranjan. "Gender-Inclusive, Sustainable, Frugal and Innovative Methods in Succession Planning for Indian Small and Medium Enterprises Family-Owned Businesses." In Innovation-Driven Business and Sustainability in the Tropics, 187–202. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-2909-2_10.

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Yamaguchi, Katsushi, and Hironori Higashide. "Absence of Customers’ Voice as the Cause of Limited New Product Development in a Small Long-Standing Family-Owned Craft Business in Japan." In Succession and Innovation in Asia’s Small-and-Medium-Sized Enterprises, 55–81. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-9015-3_3.

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Yaakop, Siti Noor Kamariah, Nooraini Othman, and Wardiah Mohd Dahalan. "Bumiputera-Owned Small and Medium Enterprise Family Business Succession Plan: A Review." In Tech Horizons, 67–75. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-63326-3_9.

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Paul, Shibani Samir. "BUSINESS - BENEFITS AND CHALLENGES OF FAMILY OWNED BUSINESS." In Futuristic Trends in Management Volume 3 Book 7, 81–92. Iterative International Publisher, Selfypage Developers Pvt Ltd, 2024. http://dx.doi.org/10.58532/v3bhma7p2ch2.

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Family-owned businesses represent a substantial portion of the global economy, contributing to job creation, innovation, and economic stability. This chapter aims to explore the distinctive features, advantages, and challenges inherent in family-owned enterprises. Drawing on a synthesis of existing literature and empirical studies, this research provides valuable insights into the complex dynamics that characterize these businesses. The benefits of family-owned businesses are rooted in the unique bonds shared among family members, fostering a sense of commitment and unity. This familial cohesion often translates into a shared vision, long-term orientation, and resilience, particularly during economic uncertainties. The agility of family businesses allows for swift adaptation to changing market conditions and a focus on sustainable innovation. However, the familial nature of these businesses also presents challenges, notably in the realms of succession planning, governance, and conflicts of interest. The interplay between family and business dynamics can complicate decision-making processes and hinder strategic planning. Challenges also arise from the potential lack of professionalization in management practices, impacting growth and global competitiveness. Drawing on real-world examples and case studies, this chapter explores successful strategies employed by family enterprises to address challenges, emphasizing the significance of transparent communication, formal governance structures, and professional management practices. Additionally, it investigates external factors, including cultural influences and legal frameworks, and their impact on family business dynamics. In conclusion, this study underscores the pivotal role of family-owned businesses in the broader economic landscape. By understanding and proactively addressing the intricacies and challenges, family businesses can optimize their strengths and contribute more effectively to sustained growth. The insights provided serve as a foundation for further research and offer practical guidance for stakeholders, policymakers, and family business owners seeking to navigate the intricate terrain of these enterprises.
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Akume, Ben, and Osarumwense Iguisi. "Developing Capabilities for Sustainability in Family Small Enterprises." In Research Anthology on Strategies for Maintaining Successful Family Firms, 583–600. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3550-2.ch026.

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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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Ayandibu, Ayansola Olatunji. "Succession and Survival Plan for Family Business." In Cases on the Interplay Between Family, Society, and Entrepreneurship, 227–49. IGI Global, 2023. http://dx.doi.org/10.4018/978-1-6684-8748-8.ch009.

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This chapter explores the crucial aspect of succession planning and survival strategies for family businesses, drawing inspiration from the remarkable story of Houshi Ryokan, a traditional Japanese inn with a history spanning over a millennium. The chapter delves into the challenges faced by family-owned enterprises when transitioning leadership to the next generation and offers valuable insights into effective succession planning models. Finally, the chapter draws insightful lessons from Houshi Ryokan's family business journey, distilling key success factors and actionable strategies that can be applied by other family businesses seeking longevity and prosperity. By examining the exemplary case of Houshi Ryokan, this chapter provides invaluable insights for family business owners, managers, and advisors, offering practical guidance on navigating the complexities of succession planning and developing robust survival strategies to safeguard the legacy and prosperity of their enterprises.
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Agustina, Maulidar, M. Shabri Abd. Majid, Hafasnuddin Hafasnuddin, and Yahya Yahya. "Internationalisation of Family SMEs." In Advances in Business Strategy and Competitive Advantage, 294–315. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-3518-5.ch013.

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The global business landscape is undergoing a transformative shift, with small and medium-sized enterprises (SMEs) gaining prominence. Among them, family-owned SMEs uniquely blend familial ties with entrepreneurship, playing a pivotal role in the international market. This study conducts a bibliometric analysis of 1,355 scholarly articles within the Scopus database, revealing nine thematic clusters related to the internationalization of family SMEs. Key areas include SMEs, family business, family firms, small and medium sized enterprises, and innovation. The analysis highlights a growing scholarly interest in this field, with the Family Business Review originating from the United States, indexed Q1, emerging as a significant contributor. The insights not only contribute to academic discourse but also offer guidance for practitioners and policymakers aiming to support the sustainable growth and competitiveness of family SMEs globally. This study lays a foundation for future research, directing scholars towards unexplored areas in the dynamic realm of family SME internationalization.
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Mupepi, Mambo Governor, Patience Taruwinga, and Wafaa A. Al-Rabayah. "Can the Usage of Social Media Increase the Gregariousness of the Family to Grow Successful Family-Owned Businesses?" In Advances in Marketing, Customer Relationship Management, and E-Services, 224–45. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1686-6.ch012.

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The objective of the study was to collect data from family owned enterprises to assess and evaluate the effectiveness of social media as a strategy to grow the useful business and to determine the subscription of family owned entities to social networking. The methodology included data collected from a total of 68 family owned firms 30 in the USA and 38 in Africa SADC countries. Monkey survey tools were deployed to collect data. Results show that those companies that subscribed to social media were more successful than those that did not. Certain social networks were much more useful than others and that it was not always important to have a website but useful to have a social network. The debut of the popular Facebook was received with mixed views by many organizations but its subscription by many organizations demonstrate its usefulness as a tool to grow a business. The recommendations are that it is important for a family owned business to subscribe to a social network as a strategy to advance productivity.
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Saleem, Irfan, Tahir Masood Qureshi, Muntazir Hussain, and Amitabh Verma. "Gulf Business Environment for the Arabic Family Firms." In Advances in Human Resources Management and Organizational Development, 231–49. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7164-4.ch014.

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The purpose of this chapter is to understand the business environment for the family businesses in the Gulf Cooperation Council (GCC) based on the theoretical foundation of organisational ecology and open system perspective during the COVID-19 pandemic. More specifically, the reader can understand the business environment of the family firms and how firms can recover from the pandemic by fighting against the infodemic in the GCC region. The authors have used a survey to collect data online from the family firms from Oman during the first and second waves of COVID-19 (i.e., Feb.-Dec. 2020). The results of the study demonstrate that business infodemic negatively moderates the linkage between the business environment-innovation performance nexus and positively moderates between the business environment-commerce association. This research implies the scanning of the Gulf business environment and continuous innovation by family-owned enterprises is vital to avoid a U-shaped recovery in the Arab economies.
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Conference papers on the topic "Family-owned business enterprises"

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Markopoulos, Evangelos, Denis Ukperaj, and Hannu Vanharanta. "Democratic Management Succession in Balkan Family Businesses: Appointment of Family and nonfamily Members in Leadership Roles." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001521.

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Family businesses are considered to be the backbone of the free-enterprise system in the Balkans. They account for the overwhelming majority of small and medium-sized enterprises and contribute significantly to the economic welfare of the region. However, the lack of succession planning, among other factors, has put the future prospects of local family businesses at risk. Accordingly, family-owned enterprises that do not have a succession plan in place could not only endanger the ongoing prosperity of their future generations but also the company’s very existence. Given that the nomination of family and nonfamily members to top senior positions may set personal interests against corporate ones, this may lead to serious problems in the firm’s strategic direction when the two are not compatible. Consequently, potential successors should be assessed across different domains to determine who is the best fit for a leadership role. Accordingly, this paper introduces the Democratic Employee Connect Model (DECM), a step-gated framework which can provide a potential solution for family businesses when planning for management succession. It is composed of six steps, which will guide family-owned enterprises during this crucial process. The six steps of the model are aligned with the six levels of the Company democracy Model to democratically identify the most suitable candidate in this succession process which is often driven by personal and family interests. Two essential components of the DECM are its scoring system and change management model applied in a democratic context. The former would help family-owned enterprises decide whether a family or nonfamily member should be the next leader of the company, whereas the latter would increase the organisational commitment and level of cohesion between family and nonfamily members. Although this framework is specific only for the Balkan region, it may also be applicable in other regions and economies of similar size with some minor adjustments. The research conducted is based on secondary data that integrates selected elements from the main family business theories in the proposed model such as the family business system theory, agency and stewardship theories, social exchange and social identity theories, and others. In addition, primary research has been collected from survey responses of 63 family businesses, interviews with five industry experts and observations of two family-owned enterprises to better understand the factors that Balkan family businesses take into account for the appointment of family and nonfamily successors.In this context, the primary and secondary research findings suggested that relational and contextual factors are more important than individual factors for the nomination of a nonfamily successor in these organisations and the opposite is true for a family successor. This provides evidence that most family-owned enterprises in the region have a strong desire to appoint family members in leadership roles as opposed to nonfamily members, whose contributions are presumably secondary to the founding family. These insights are incorporated in the Democratic Employee Connect Model (DECM) for a more accurate representation of family businesses in the region. The paper also presents research limitations that can be considered for future research.
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Okoh, Emmanuel E., Rowland E. Worlu, Olabode A. Oyewunmi, and Emmanuel T. Emielu. "SUCCESSION EDUCATION AND FAMILY-OWNED BUSINESSES IN SMALL AND MEDIUM-SCALE ENTERPRISES: AN EMPIRICAL REVIEW." In SOCIOINT 2021- 8th International Conference on Education and Education of Social Sciences. International Organization Center of Academic Research, 2021. http://dx.doi.org/10.46529/socioint.202160.

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D'aquino, Barbara, Mario Carrassi, and Tomasz Ingram. "The resilience of Italian and Polish family organizations: A comparative study using FSQCA." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24019d.

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This study endeavours to investigate the impact of economic contexts on the resilience strategies adopted by family businesses in Italy and Poland. Through a comparative analysis of these two countries' family-owned enterprises, the research aims to elucidate the divergent approaches to achieving organizational resilience amidst varying economic landscapes, thereby uncovering the underlying mechanisms driving resilience in both developed and transitioning economies. Drawing on data collected from 30 Italian and 30 Polish companies, this study examines the similarities and differences in the configurations of past firm performance, organizational unlearning, slack resources, innovation, and environmental dynamism, employing the fsQCA approach. The findings highlight distinct patterns in the factors shaping organizational resilience within each context. In Italian companies, the study reveals that heightened organizational resilience is primarily linked to the ability to discard outdated processes through effective organizational unlearning, alongside the presence of ample slack resources. Conversely, in Polish companies, a multifaceted approach encompassing adaptability to dynamic environments, effective unlearning practices, innovation initiatives, and a history of strong past performance emerges as crucial for fostering resilience.
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