Academic literature on the topic 'Family-owned business enterprises – Canada – Management'
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Journal articles on the topic "Family-owned business enterprises – Canada – Management"
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Anastakis, Dimitry. "From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904–2004." Business History Review 78, no. 2 (2004): 213–53. http://dx.doi.org/10.2307/25096866.
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In the century since its founding, the Ford Motor Company of Canada has evolved from a relatively independent entity within the Ford empire, with a strong element of minority ownership and its own overseas subsidiaries, to a fully integrated and wholly owned part of Ford's North American operations. The unique emergence and transformation of Ford-Canada among Ford's foreign enterprises is explained by Canada's changing automotive trade policies, the personal relations of the Ford family with its Canadian offspring, and a corporate strategy pursued by Henry Ford's successors and the American Ford company, which sought to bring Ford-Canada more directly under Detroit's control.
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Quarter, Jack. "Recent Trends in the Worker-Ownership Movement in Canada: Four Alternative Models." Economic and Industrial Democracy 11, no. 4 (November 1990): 529–52. http://dx.doi.org/10.1177/0143831x9001100405.
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Ontaro Institute for Studies in Educafton This paper analyzes four relatively recent models for the creation of worker-owned enterprises in Canada. The models are: (1) an integrated system of worker cooperatives; (2) integrating worker cooperatives within a system of other types of cooperatives; (3) a system of multi-stakeholder cooperatives; and (4) joint ventures involving a cooperative of the workers in partnership with privately owned corporations, private entrepreneurs and in some cases with established worker cooperatives. These four models are analyzed in terms of their potential to overcome problems that have traditionally plagued worker cooperative development.
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Kant, Shashi. "Recent global trends in forest tenures." Forestry Chronicle 85, no. 6 (December 1, 2009): 849–58. http://dx.doi.org/10.5558/tfc85849-6.
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Wide-ranging changes in forest tenures have occurred globally in recent decades, and the changes in developed countries and transition economies have been dominated by market forces. Market-based forest tenure changes are discussed in 4 categories: (i) forest management by a state-owned company (Sweden); (ii) commercialization, corporatization, and privatization of plantations (New Zealand, South Africa and Australia); (iii) creation of forest enterprises within state forestry agencies (the United Kingdom, Germany, and transition economies); and (iv) changes in forest tenures in economies in transition. The global tenure changes provide no empirical evidence in support of any specific form of tenure. I suggest 9 guiding principles, instead of a specific type of tenure, for forest tenure reform in Canada. Forest reforms should be organized: (i) keeping the future of forestry in perspective; (ii) for multiple attributes of forests; (iii) to provide flexibility, diversity, and adaptiveness; (iv) to foster forest industry competitiveness; (v) for economically optimal timber supply; (vi) to maximize the value of harvested timber; (vii) to recognize and deal with the non-separation of forest management and timber allocation and harvest; (viii) to select an appropriate organizational form, such as state business enterprise, corporation, or state-owned company, based on a SWOT (strengths, weaknesses, opportunities, and threats) analysis; and (ix) to seek inputs from an expert group–without direct stakeholders. Key words: Australia, Canada, commercialization, corporatization, forest enterprise, forest tenure, Germany, New Zealand, privatization, South Africa, Sweden, transition economies, United Kingdom
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Gravel, Sylvie, Daniel Côté, Stéphanie Gladu, and France Labrèche. "O1E.4 Electronic waste recycling in québec, canada: hiring practices and occupational health and safety management." Occupational and Environmental Medicine 76, Suppl 1 (April 2019): A11.2—A11. http://dx.doi.org/10.1136/oem-2019-epi.30.
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Background and objectiveElectronic waste recycling (e-recycling) has received little attention from an occupational health and safety (OHS) perspective. Our objective was to describe hiring and OHS management practices in a sample of formal e-recycling facilities.MethodsWithin a cross-sectional study of exposure of e-recycling workers to various contaminants, we conducted semi-structured face-to-face interviews with a sample of 26 workers and 6 managers, employed in four companies. Thematic analyses, followed by a matrix analysis based on the companies’ missions were conducted on the recorded interviews.ResultsThree companies are small enterprises: one receives young offenders/ex-prisoners for up to six months of vocational internships; another is a private company recruiting its workforce through governmental programs integrating people with chronic health problems; the third, a family business, mainly employs workers within neighbouring communities. Lastly, a medium-sized unionized company recruits its employees through staffing agencies, offering permanent jobs to the best candidates after a three-month trial period. Most participants were male, aged between 20–50 years old, and had not completed high school, except for a few recent immigrants with graduate degrees. Regarding occupational hazards in their workplace, 40% of interviewees reported chemicals, 31% mentioned the danger of being struck by lift trucks, and less than 25% identified toxic vapours, inappropriate protective personal equipments (PPEs), cuts, dusts, musculoskeletal or back pain. Some workers expressed concern about the pace of work (and resulting stress), which they identified as an injury risk factor. None of the participants received any mentoring upon entering the job. Agency workers had inferior wages and did not have access to the same OHS preventive practices or PPEs as regular workers.ConclusionsIn our sample, OHS management practices varied according to the employment relationship, although workers are exposed to similar working conditions. Working conditions in the growing e-recycling industry need our attention.
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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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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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de Kok, Jan M. P., Lorraine M. Uhlaner, and A. Roy Thurik. "Professional HRM Practices in Family Owned-Managed Enterprises*." Journal of Small Business Management 44, no. 3 (July 2006): 441–60. http://dx.doi.org/10.1111/j.1540-627x.2006.00181.x.
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Gubitta, Paolo, and Martina Gianecchini. "Governance and Flexibility in Family-Owned SMEs." Family Business Review 15, no. 4 (December 2002): 277–97. http://dx.doi.org/10.1111/j.1741-6248.2002.00277.x.
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This article presents an empirical study that uses a sample of 83 small and medium-size enterprises (SMEs) based in Northeast Italy. The study analyzes the impact of nonfamily management on the corporate governance structure. We employ an original framework, based on the New Theory of Property Rights, to analyze corporate governance models in SMEs. Moreover, this article offers a definition of flexibility of the corporate governance model. We also analyze the correspondence between corporate governance systems and organizational structures.
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Nordstrom, Onnolee, and Jennifer E. Jennings. "Looking in the Other Direction: An Ethnographic Analysis of How Family Businesses Can Be Operated to Enhance Familial Well-Being." Entrepreneurship Theory and Practice 42, no. 2 (December 28, 2017): 317–39. http://dx.doi.org/10.1177/1042258717749236.
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While much family business research has examined how family ownership affects businesses, this paper raises a question consistent with enquiries in the latter direction: How can family firms be operated to enhance the well-being of owning families and their members? We address this question by analyzing ethnographic data collected from an “extreme case” of both family enterprising and familial well-being: Hutterite colonies in Western Canada. Our findings suggest three enterprise-level strategies and three task-level practices that strengthen family member satisfaction and family system effectiveness.
Dissertations / Theses on the topic "Family-owned business enterprises – Canada – Management"
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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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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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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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Mienie, Carel Johannes Hendrik. "Perspectives on multi-generational family business success." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96218.
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Thesis (MBA)--Stellenbosch University, 2014.Family businesses struggle to be sustainable over multiple generations. In fact, most family businesses do not survive past the second generation. With this study the goal of the researcher was to provide family businesses with a conceptual model which could assist them to become multi-generational financially sustainable. This goal was achieved by answering the main research question, namely: What are the critical elements that a family business should consider continuously in order to ensure multi-generational financial sustainability? Those critical elements that a family business should consider were firstly explored through a literature review process. From this literature review a preliminary conceptual model was developed. Secondly, seven family business experts, with a total of 176 years of family business experience among them, were selected in order to gain their perspectives on the critical elements that family businesses should consider to be sustainable over multiple generations. They were also requested to evaluate the preliminary conceptual model and were invited to make suggestions for the improvement thereof. This exercise provided the researcher with ample information in order to create a valid final conceptual model, which in this study is referred to as: The Family Business Success Map. During the final part of this research study, the Family Business Success Map was applied to an existing multi-generational family business in order to evaluate the processes which it followed during two situations of succession, and some recommendations were made. This study can contribute towards the field of family business management through the development of a conceptual model, the Family Business Success Map. This can be used by owners and advisors to help family businesses to implement those critical practices that successful multi-generational family businesses have followed. The study found that family businesses needed to become more structured and professional. It further found that there were five critical practices which successful family businesses followed in order to be sustainable over the long term. Those five critical practices were conceptualised in the Family Business Success Map. The basis for all five practices is good governance, transparent communication and an entrepreneurial orientation. The challenge for family businesses is to grow their businesses faster than their families. In order to accomplish this, family businesses need to invest continuously in the entrepreneurial development of their management. This study found that the first practice which successful family businesses followed was that they formally planned for succession. This plan should clearly state what the ground rules of succession are and should be revisited and adjusted continuously. The plan should provide for both ownership and management succession. The second practice which successful family businesses followed was that they were governed by Advisory Boards. These boards should meet regularly and should preferably include some independent members. Continuous development of board members is important. This forms part of the critical element: the practice of leadership. Furthermore, it was found that the third practice which successful family businesses followed was that they had a formal strategic plan in place. They also recommended that the trusted advisors of the family businesses should be involved in the process of formulating the strategic plan. Family harmony, the fourth critical practice, could be accomplished through transparent and comprehensive communication from the businesses to the families. Through the establishment of formal family meetings, family matters that were not business-related, could be dealt with. The last of the five critical practices which successful family businesses followed was the use of cost accounting management practices, not only in their normal business decisions, but in strategic decision-making as well.
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Wong, Kin-ki, and 王建圻. "The problems of managing control in Chinese family firms: the case of Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B30088239.
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Theron, Gerhard. "The relevant unique factors and issues affecting family businesses in general." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52015.
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Thesis (MBA)--Stellenbosch University, 2000.ENGLISH ABSTRACT: Family businesses are increasing in the western societies. They will continue to play an important role in most economies. There is a growing interest among young people to get involved in family businesses. It is therefore important that issues and factors influencing the behaviour of family businesses be highlighted and understood by those interested in family businesses. This study investigates the dynamics in family businesses and concludes on the issues of remuneration, conflict and succession. The family business is a composition of two complex systems, family and business, with at its lead an entrepreneur. Entrepreneurs are the "green barets" of our economy, they are the people with guts, who survive on a mixture of unwarranted confidence and blind hope. This study focused on the issues of remuneration, conflict and succession as described in literature. Founders/managers should be sensitive to these issues and the management thereof. The emotions involved in family businesses make them unique compared to other businesses. Businesses that fail to address these issues will experience more problems than businesses which proactively deal with the issues. The results of this research indicate that family business globally experience similar dynamics. It is suggested that founders/managers make an effort to uncover the issues threatening the health of their business and address them.
AFRIKAANSE OPSOMMING: Familie ondememings is aan die toeneem in die westerse gemeenskappe. Dit het in die verlede en sal soveel te meer in die toekoms 'n belangrike rol vertolk in meeste ekonomië. Daar is 'n toenemende belangstelling onder jong entrepreneurs in familie besighede. Dit is dus belangrik dat die realiteite en faktore wat in familie besighede teenwoordig is, onder entrepreneurs se aandag gebring word sodat hulle nie oningelig is nie. Hierdie studie het juis ten doel om die sake rakende konflik, vergoeding en opvolging na te vors. Familie besighede is die samevoeging van twee komplekse sisteme naamlik familie en besigheid, met 'n entrepeneur aan die stuur van hierdie kombinasie. Entrepreneurs word beskou as die baanbrekers van die ekonomie, hulle beskik oor deursettingsvermoë, geloof en hoop. Hierdie tesis beskou vergoeding, konflik en opvolging vanuit 'n literatuur oogpunt. Dit is van kardinale belang dat stigters/bestuurders van familie besighede sensitief is vir hierdie aspekte en dit bestuur. Die uniekheid van familie besighede stem van die emosies daarbinne af. Besighede wat versuim om aandag aan hierdie dinamika binne familie besighede te gee, kan meer algemene probleme verwag as die besighede wat wel proaktief optree. Hierdie studie kom tot die gevolgtrekking dat familie besighede oor die wêreld heen soortgelyke probleme ervaar. Daar word voorgestel dat eienaars/stigters/bestuurders daadwerklik aandag gee aan die faktore en realiteite wat die gesondheid van familie besighede bedreig.
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Govender, Rowan. "An examination of succession planning approaches in family owned businesses : a case study of two businesses in East London, South Africa." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1621.
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Family businesses constitute a large number of businesses worldwide contributing significantly to the global economy. Succession planning is a key issue influencing the sustainability of these family businesses. According to research, approximately 30% of businesses fail due to matters related to succession planning (Grote, 2003). Further research indicated that approximately 50% of family businesses do not have adequate succession plans in place. Hence, family businesses are exposed to significant risk in sustainability due to insufficient succession planning. An effective approach to succession planning in a family business increases the chance of success of a family business in both the short and long term. The purpose of this study was to develop a better understanding of approaches to succession planning in two family businesses in East London, South Africa. This purpose was to improve the commercial viability of family businesses and improve the body of knowledge from an academic perspective. To this end, a detailed literature study was conducted on family businesses and succession planning. A qualitative case study research paradigm was implemented to ascertain the nature of the approaches adopted by the two businesses. An interview process was conducted with the incumbent founders (fathers) and successors (sons) of the family business. This process suggested that each business requires a unique approach to succession plan which may include aspects of formal and informal processes. It is necessary to understand the nature of the family business, its interrelated relationships and context to adequately determine the success of a succession approach. It is for this reason that families aspiring long term sustainability should invest in effective succession planning approaches that integrate the nuances of the individual family business.
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Tuck, Gaynaé. "A critical analysis of the impact of changing trends in legislation on the management of family businesses." Thesis, Port Elizabeth Technikon, 2003. http://hdl.handle.net/10948/211.
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A business needs to be dynamic and adjustable to survive in the ever-changing marketplace in which it operates. The environment is no longer merely the immediate domestic business environment within which the specific business operates but also, with the advent of information technology and globalisation, overseas markets. This is true for all businesses and no less so in respect of family businesses. Balshaw (2003:23) lists the many issues which impede family businesses as, amongst others: Unresolved family and personal issues; Dysfunctional relationships; Poor communication; Lack of commitment; No succession plan or timetable; Inability of the senior generation to relinquish control; No unifying vision or dream in the family; Open conflict; Nonexistent decision-making and governance structures; Lack of transparency and openness; Failure to plan strategically. In addition to this the business must be aware of and react to the changing circumstances in the environment.
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Gwiliza, Nwabisa. "Strategies for sustaining family business through succession planning and family creed." Thesis, Nelson Mandela Metropolitan University, 2005. http://hdl.handle.net/10948/193.
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Family business literature reveals that the majority of family businesses do not make it to the second generation, and quite a few are fortunate to be passed onto the third generation. Succession planning is the critical issue that enhances continuity of the family business. Relational influences indicate that the balancing of family systems and business systems is more likely to encourage high quality succession. The development of effective practical governance systems can help the family business achieve its strategy. External influences indicate that owner role adjustment, defined as the predecessor’s “letting go” in the firm, as well as the development and mentoring of the successor, shape the effectiveness of succession in the family business.
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Fox, Roderick Charles. "Successful implementation of succession planning: second generation." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1012445.
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Family businesses are prevalent in South Africa and throughout the world. Succession is one of the largest challenges facing family businesses. It has been estimated that only one third of family businesses survive to the second generation. This study attempts to determine what the main features are to promote successful family business succession and continuity. The family chosen for this research is the Venter family. The research has scaled the various influencing variables from the literature review into the following focus areas: relationships, conflict, vision, effective succession characteristics and continuity. The findings reflect many instances found in the literature, some are: individuals can manage themselves and have relationships with others; have the ability to resolve conflicts; have mutual support and trust; there is respect between the founder and successor; the business vision is clear; communication is open and clear and decisions are based on expertise and knowledge. Many other aspects are highlighted in the research that follows. In addition, the study attempts to identify the generational effects, the major characteristics of the family owned succession process and the views of the predecessors on the succession process and the post succession period.
Books on the topic "Family-owned business enterprises – Canada – Management"
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Family business. Mason, Ohio: Thomson/South-Western, 2004.
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Gemma, Baulenas, and Coma-Cros Joan, eds. Family business models: Practical solutions for the family business. Basingstoke: Palgrave Macmillan, 2010.
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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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Ibrahim, A. Bakr. Family business management: Concepts and practice. Dubuque, Iowa: Kendall/Hunt Pub. Co., 1994.
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Managing your family business. [Menlo Park, CA]: Crisp Publications, 1994.
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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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1945-, Ward John L., ed. Family business governance: Maximizing family and business potential. New York, NY: Palgrave Macmillan, 2011.
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Gordon, Grant. Family Wars. London: Kogan Page Publishers, 2008.
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Schuman, Amy M. Family business as paradox. New York, NY: Palgrave Macmillan, 2010.
Find full textBook chapters on the topic "Family-owned business enterprises – Canada – Management"
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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.
Conference papers on the topic "Family-owned business enterprises – Canada – Management"
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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.