Journal articles on the topic 'Family-owned business enterprises – Canada – Management'
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1
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.
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Getz, Donald, and Tage Petersen. "Identifying Industry-Specific Barriers to Inheritance in Small Family Businesses." Family Business Review 17, no. 3 (September 2004): 259–76. http://dx.doi.org/10.1111/j.1741-6248.2004.00017.x.
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This article explores generic and industry-specific barriers to inheritance among family businesses within the tourism and hospitality industry. Data from comparable surveys of owners of tourism and hospitality businesses in Denmark and Canada reveal a very low rate of inheritance and a number of industry-specific barriers, including those related to location (e.g., remoteness and small-town settings result in out-migration by children who do not share their parents' lifestyle goals); nature of the work (long hours, high contact with customers, and hands-on labor make the business unappealing); viability of the business (seasonality of demand, taxes, or inseparability of business and family assets result in low potential for inheritance); and the lifestage of parents and children (many owners are in a second career or preretirement enterprise, and children cannot become involved). A number of hypotheses arise from this research and a framework for examining generic and industry-specific barriers is presented, with commentary on how other industries could be examined for these barriers.
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Dupuis, Daniel, Martin Spraggon, and Virginia Bodolica. "Family business identity and corporate governance attributes: Evidence on family-owned enterprises in the UAE." Corporate Ownership and Control 14, no. 4 (2017): 122–31. http://dx.doi.org/10.22495/cocv14i4art11.
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Over the past decades, the empirical evidence on the intersection of family businesses and corporate governance has flourished significantly in the context of developed economies. Yet, little is known to date about the effectiveness of various governance mechanisms in family-owned enterprises operating in emerging markets. Due to the evolving nature of corporate governance frameworks in these markets, family business practitioners need to enhance their knowledge about governance arrangements that may lead to superior performance outcomes. Our aim is to contribute to the literature and assist practitioners by exploring the relationship between family business identity and corporate governance attributes in family-run companies located in the UAE. Data related to organisational background, familial identification and governance devices were gathered from secondary sources for a sample of 195 UAE-based family firms. Based on quantitative data analyses, we uncover the prevailing characteristics of family businesses in the UAE and identify how the familial identification of its members is associated with structural attributes of board of directors and top management team (e.g., size, family relatedness, gender and cultural diversity). The concluding section discusses the contributions of our study and delineates priorities for future research in the field.
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Karofsky, Paul I. "Interview with Sampath Durgadas." Family Business Review 13, no. 4 (December 2000): 339–44. http://dx.doi.org/10.1111/j.1741-6248.2000.00339.x.
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In November 1998, Paul I. Karofsky visited with several family-owned and -managed businesses in India. The powerful cultural and family influences on family-owned enterprises sparked his desire to interview Sampath Durgadas, a visiting professor and consultant to family businesses at the Institute of Management in Bangalore. Over a 12-year period, Mr. Durgadas conducted extensive experiential research on the nature of transition in three family-owned companies. Although the focus of his work is on the four South Indian states of India, he traveled widely throughout the country. His book, entitled Inheriting the Mantle: Managing Succession in Indian Family Business , is under publication by Sage Publications New Delhi.
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Tundui, Charles Stephen, and Hawa Petro Tundui. "Performance drivers of women-owned microcredit funded enterprises in Tanzania." International Journal of Gender and Entrepreneurship 12, no. 2 (February 27, 2020): 211–30. http://dx.doi.org/10.1108/ijge-06-2019-0101.
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Purpose The purpose of this paper is to investigate performance drivers of women-owned businesses that are funded primarily through microcredit. It draws on Storey’s theory of small business growth and family embeddedness axiom to examine the factors that drive the performance of businesses that are funded primarily through microcredit. Design/methodology/approach The paper uses a cross-sectional survey that covered 208 women business owners who had access to microcredit. The authors use a logistic regression analysis to model the relationship between independent variables and enterprise performance. Findings The paper demonstrates that microcredit plays a significant role in business performance. The credit amount has the most significant influence on the enterprise capital base, whereas the effect on profits is insignificant. Also, owners are more likely to report growth in profits if they possess skills in business management. In addition, younger business owners and necessity entrepreneurs are more likely to report success in their businesses. Other factors that have a significant effect on business performance are product cycle, loan use and family support. Originality/value Many women in Tanzania are entering business ownership and depend on microcredit as their primary source of capital for starting and growing their businesses. However, just a few businesses grow into small and medium-sized enterprises. For informed policy decisions, it is important that the factors influencing the performance of funded businesses are known and well understood. This understanding will help the government and development practitioners assist women in achieving business growth rates that could warrant their empowerment and poverty reduction prospects.
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Dumas, Colette. "Women's Pathways to Participation and Leadership in the Family-Owned Firm." Family Business Review 11, no. 3 (September 1998): 219–28. http://dx.doi.org/10.1111/j.1741-6248.1998.00219.x.
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A study of 702 women in family-owned firms in Canada has identified paths to participation and leadership taken by women in family-owned firms. Some of the key factors contributing to participation and leadership are presented in a descriptive framework. Implications of this study for practice and research are presented.
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Kayser, Gunter, and Frank Wallau. "Industrial Family Businesses in Germany—Situation and Future." Family Business Review 15, no. 2 (June 2002): 111–15. http://dx.doi.org/10.1111/j.1741-6248.2002.00111.x.
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Family businesses play an outstanding role in the German economy. Even in the manufacturing sector—seemingly dominated by large, multinational companies—90,431 out of 107,094 companies are family owned and led by a member of the owner family. In 2001, the authors, in a study conducted on behalf of the Federation of German Industry (BDI e.V.), and Ernst & Young carried out an in-depth survey of the structural qualities, strategic activities, and competitive strengths and weaknesses of family businesses in the manufacturing sector. The data of the survey were generated by a postal survey and cover approximately 1,000 respondents. The major findings are as follows: Although family members make the decisions in family enterprises, a wide range of experts from within or without the enterprise are consulted in the run up to crucial decisions. Between 1998 and 2000, turnover and employment were extremely favorable in family-owned manufacturing companies. Although manufacturing family businesses have a rather small number of products and customers due to their high degree of specialization, they export their products worldwide. Increasingly, the enterprises are intensifying their service orientation and entering into cooperative relations with other enterprises, even in sensitive strategic areas like R&D. This leads to the conclusion that despite the continuing high ranking of values such as independence and keeping the enterprise under the influence of the family, enterprises are open for cooperative activities within and without the firm.
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Goffee, Robert, and Richard Scase. "Proprietorial Control in Family Firms: Some Functions of “Quasi-Organic” Management System." Family Business Review 4, no. 3 (September 1991): 337–52. http://dx.doi.org/10.1111/j.1741-6248.1991.00337.x.
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The purpose of this paper is to investigate the strategies of managerial control which are used by the proprietors of family-owned business enterprises. Interviews with the proprietors and senior managers of businesses in the building industry illustrate the “quasi-organic” nature of management structures. These grant some autonomy to senior managers without threatening proprietorial decision-making prerogatives. Although the family firm has certain distinctive features, similar control strategies designed to ensure that delegated decisions are “reliable” and “responsible” are evident in various types of business enterprise. There is, then, scope for further comparative research within a conceptual framework which does not entirely divorce the family firm from other business organizations.
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Węcławski, Jerzy. "The Role of the Family in Polish Family Enterprises." Annales Universitatis Mariae Curie-Skłodowska, sectio H – Oeconomia 55, no. 1 (May 11, 2021): 85. http://dx.doi.org/10.17951/h.2021.55.1.85-99.
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<p>The sector of family enterprises is smaller in Poland than in countries with a long tradition of market economies. A large part of the family business is owned by the generation of their owners. The purpose of this article is to define the role of the family in ownership, management and supervision in family enterprises. Empirical research was conducted in 2014 based on the CATI questionnaire. The research covered a randomly selected nationwide sample of seven hundred and fifty-eight medium and large enterprises, of which three hundred and ninety-six entities were qualified on the basis of the SFI as family enterprises. The empirical data were evaluated based on the analysis of the structure of the population, the analysis of interdependencies and cluster analysis. The results of the research allowed formulation of three conclusions. Firstly, in the majority of enterprises, the family of owners has a dominant share in equity capital. Secondly, the company managements are relatively narrow and dominated by people from the generation of founders. Thirdly, supervisory bodies are found in a few enterprises and are made up in large part by the owners’ family members. This characteristic of Polish family enterprises leads to a generalizing statement that as family enterprises, they are mostly in the initial stage of development.</p>
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Tagiuri, Renato, and John Davis. "Bivalent Attributes of the Family Firm." Family Business Review 9, no. 2 (June 1996): 199–208. http://dx.doi.org/10.1111/j.1741-6248.1996.00199.x.
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Although family-owned and managed firms are the predominant form of business organization in the world today, little systematic research exists on these companies. This paper builds upon insights found in the emerging literature on these enterprises and upon our own observations to provide a conceptual framework to better understand these complex organizations. We introduce the concept of the Bivalent Attributes—a unique, inherent feature of an organization that is the source of both advantages and disadvantages— to explain the dynamics of the family firm.
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Wong, Siu-lun. "The Chinese Family Firm: A Model." Family Business Review 6, no. 3 (September 1993): 327–40. http://dx.doi.org/10.1111/j.1741-6248.1993.00327.x.
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Three aspects of Chinese economic familism are distinguished: nepotism, paternalism, and family ownership. This essay is mainly concerned with the last aspect and the resultant phenomenon of the prevalence of family firms among privately owned Chinese commercial and industrial enterprises. It is argued that such firms are not necessarily small, impermanent, and conservative, because they tend to behave differently at various stages of their developmental cycle. Four phases of development—emergent, centralized, segmented, and disintegrative—are identified and discussed. This Chinese pattern is then compared with its Filipino and Japanese counterparts.
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Welsh, Dianne H. B., and Peter Raven. "Family Business in the Middle East: An Eexploratory Study of Retail Management in Kuwait and Lebanon." Family Business Review 19, no. 1 (March 2006): 29–48. http://dx.doi.org/10.1111/j.1741-6248.2006.00058.x.
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The Middle East is a growing, lucrative marketplace that has recently captured the interest of the world for political as well as economic reasons due to the War in Iraq, which began in 2003. This exploratory study examines the relationship between retail small/medium enterprises (SMEs) that are family business owned, organizational commitment, and management and employee perceptions of customer service on a number of dimensions. The results suggest that managers and employees of family-owned businesses in the Middle East behave in ways similar to those in Western countries; however, there are differences, probably related to cultural characteristics. The Middle East is a richly diverse region, a myriad of unique cultures. As the market becomes more sophisticated, the importance of service quality increases. Global retailers can benefit from this study by better understanding the managers and employees in the region and the pivotal role of the family on business. Implications for practice are discussed.
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Neneh, Brownhilder Ngek. "Family Support and Performance of Women-owned Enterprises: The Mediating Effect of Family-to-Work Enrichment." Journal of Entrepreneurship 26, no. 2 (July 28, 2017): 196–219. http://dx.doi.org/10.1177/0971355717716762.
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The objective of this article was to examine the mediating role of family-to-work enrichment (FWE) on the relationship between family support and the performance of women-owned businesses. Empirical data from 251 women entrepreneurs in South Africa were used to assess the postulated relationship. The findings showed that all three examined types of family support (i.e., emotional, instrumental and financial family support) were positively associated with firm performance. Additionally, affective FWE mediated the relationship between emotional support and performance, while instrumental FWE mediated the association between instrumental family support and performance. The study culminates with a discussion of the implications of the study, by emphasising the need for the current system to take into account the distinctive needs and challenges of women entrepreneurs and provide the necessary support and environment to foster their growth and prosperity.
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Tobak, Júlia. "Ownership Structures within Hungarian Family Businesses – Theories and Practice." Applied Studies in Agribusiness and Commerce 12, no. 1-2 (May 2, 2018): 35–40. http://dx.doi.org/10.19041/apstract/2018/1-2/5.
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We can talk about family business if the notions of family, ownership and business are closely connected to each other, namely if the business is in the possession of the family, managed and controlled by the family members. A family owned company is a business where a family has the majority ownership and/or the majority management and at least one family member actively works in the firm, the family owns the business. The study contains the results of research on ownership structure of family owned businesses. The examined family businesses are interested in longterm preservation of values, thus succession of generations plays a key role in their case. They attaches great importance how the ownership structure develops. The methotology to know more about the ownership structure of family businesses 11 expert interviews were made between november 2016 and september 2017 with owners and next generations of family owned agri-food enterprises in Hungary. A case study has been prepared too in this topic with the participation of companies with different activities (production, service, trade). In order to classify the analysed companies six categories of ownership were developed. These are non-owner, emotional owner, partial owner, controlling owner, majority owner and exclusive/ sole owner. Each generation of the analysed FBs were classified to these categories. According to the results the analysed family owned companies even are sharing the property within family. There are only two interviewed companies whose case we can talk about exclusive/sole ownership.
JEL Classification: G32
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Koh, Annie, Esther Kong, and Giuseppe Timperio. "An Analysis of Open Innovation Determinants: the Case Study of Singapore based Family owned Enterprises." European Journal Of Family Business 9, no. 2 (December 31, 2019): 85–101. http://dx.doi.org/10.24310/ejfbejfb.v9i2.5678.
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Family businesses play an important role in the growth of global economy, and while they are arguably perceived as a conservative form of organization with high risk aversion and reluctance to change, counterintuitive empirical evidence show that they are most effective in ideation and commercialization of innovation projects. In the current business environment of rapid change in work patterns, fast adoption of enabling technologies for seamless collaborations across industry and geography, along with intense competition and high uncertainty, enterprises have no choice but to maximize returns on innovation investments. Therefore, they are increasingly dependent on an ecosystem-based approach to innovation management, which has shown greater likelihood to create radical innovations and enable profit generation.The objective of this paper is to analyse determinants of open innovation practices in family-owned enterprises in consideration of the joint effect of in-company enablers and external factors. Drawing on a sample of 33 Singapore based family-owned firms, our findings confirmed the key drivers such as family and business culture, access to external funds, government supported initiatives, market dynamics, partnership, network, family capital, and external network. Managerial implications about the necessity to leverage both environmental determinants and internal innovation capabilities to foster novel business ideas are also highlighted in the conclusion of the paper.
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Jabeen, Fauzia, Mohd Nishat Faisal, Huda Al Matroushi, and Sherine Farouk. "Determinants of innovation decisions among Emirati female-owned small and medium enterprises." International Journal of Gender and Entrepreneurship 11, no. 4 (November 7, 2019): 408–34. http://dx.doi.org/10.1108/ijge-02-2019-0033.
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Purpose The purpose of this study is to investigate the factors that influence the innovation decisions of Emirati women-owned small and medium-sized enterprises (SMEs). Design/methodology/approach This study uses a two-phased approach. In the first phase, empirical research on 50 Emirati female entrepreneurs is conducted to discover the extent of innovation in their ventures. In the second phase, the study uses an analytical hierarchy process (AHP) to prioritize factors considered important in facilitating business innovation among SMEs. The AHP model is developed with 9 criteria and 25 sub-criteria based on the previous literature. Face-to-face interviews are conducted with Emirati female entrepreneurs operating nascent (n = 10), start-up (n = 10) and established innovative (n = 10) businesses to collect data for the AHP study. The data collected are interpreted and a priority vector is assigned to each criterion and sub-criterion. Findings Female SME owners prioritize government policies, research and development, innovation strategy and skill development as the main criteria that influence their innovation decisions. Family support, access to external financing, social networks and the allocation of funds are the main sub-criteria affecting their decisions to be innovative. Furthermore, respondents who are in the nascent business stage consider family motivation as the greatest influence on initiating new ideas through financial and moral support. Among all respondents, the nascent business owners rank skill development the highest because they are still in the initial stages of their business journeys, and thus, obtaining these skills could help them increase innovation and success in their ventures. However, respondents in the established stage rank innovation strategy the highest. Research limitations/implications The study results can help policymakers and women’s associations, such as businesswomen councils, identify the specific inhibitors and facilitators linked to innovation and, thereby, help develop various effective policies to promote innovation among Emirati women-owned SMEs. Originality/value The study is one attempt to facilitate innovation among Emirati women-owned SMEs through its efforts to discover the determinants of innovation efforts at nascent, start-up and established business stages as defined by the Global Entrepreneurship Monitor (2012). The study can help Emirati women-owned SMEs understand the critical factors influencing innovation and can encourage them to incorporate innovative characteristics for business growth and resilience. Furthermore, the study can provide insights for policymakers, financial institutions and non-governmental organizations on factors hindering innovation among Emirati women-owned SMEs, which may serve as a tool for creating resilience among female entrepreneurs.
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Bjuggren, Per-Olof, and Lars-Göran Sund. "Strategic Decision Making in Intergenerational Successions of Small- and Medium-Size Family-Owned Businesses." Family Business Review 14, no. 1 (March 2001): 11–23. http://dx.doi.org/10.1111/j.1741-6248.2001.00011.x.
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This paper deals with intergenerational successions of small and medium-size enterprises (SMEs). Entrepreneurs face an unavoidable succession dilemma: they must make either explicit or implicit strategic decisions about transitioning ownership of the family business. The main alternatives are to sell the company to someone outside the family or to make arrangements for an interfamily succession. In the latter case, there are many transition modes, e.g., through a gift of shares or a will. This paper uses decision trees to analyze intergenerational successions problems. One conclusion of the paper is that it is important for a society to provide a legal system that facilitates transitions of family companies within the family because the legal system will, among other positive factors connected with family businesses, preserve idiosyncratic knowledge of family character.
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Ulrich, Patrick, and Robert Rieg. "Doing the unexpected – Why German family firms differ from non-family firms in management accounting, planning, and risk integration." Corporate Ownership and Control 18, no. 1, Special Issue (2020): 226–41. http://dx.doi.org/10.22495/cocv18i1siart1.
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In the management accounting literature, planning and budgeting play important roles. In theory and practice, it is assumed so far that companies rely mainly on expected values in the context of planning. Scenarios and risk aspects (in the sense of volatility) play only a minor role. Against the background of new digital possibilities, the discussion on the integration of risk aspects in planning and management accounting is, however, gaining speed again. This applies in particular to family-owned companies, which have always been attested in the literature to have a more risk-averse management style than other companies. The article deals with the question of why companies have so far not or only poorly integrated risk aspects into operational planning and budgeting. This article deals with the consideration of risk aspects in corporate planning based on a sample of 261 German companies. The results of the empirical analysis show that family enterprises and non-family enterprises differ significantly from each other in terms of the consideration of risk aspects. While risk aversion should actually lead to family businesses integrating risks more closely, exactly the opposite is the case. A line of argumentation based on socioemotional wealth (SEW) is being used for this purpose.
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Khosa, Risimati Maurice. "Intra-transfer of ownership factors and external transfer of ownership effects: evidence from the Gauteng enterprising community, South Africa." Journal of Enterprising Communities: People and Places in the Global Economy 14, no. 5 (October 14, 2020): 765–85. http://dx.doi.org/10.1108/jec-04-2020-0053.
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Purpose This paper aims to determine the perceptions of family-owned small enterprises on the external transfer of ownership and intra-transfer of ownership using empirical data. This permitted the research to successfully point out the factors that influence the internal transfer of ownership, and also, the effects of intra-transfer of ownership from a viewpoint of both family members and non-family members in small family-owned enterprises. Design/methodology/approach A quantitative research design was used to conduct this research, where primary data was gathered from a sample of 257 respondents using convenience and snowball sampling techniques. Data was collected through a survey instrument distributed via internet-based surveys (SurveyMonkey) and through a drop-off method. The gathered data was then captured, coded and analysed using Stata (version 15) statistical software. Findings The results divulged that intra or internal transfer of ownership is the preferred avenue compared to external transfer of ownership. This is because, when a family business is transferred to the next generation, it presents some benefits to family members working in the business and to the family at large. As a result, the empirical results show that factors that influence the internal transfer of ownership include: favouritism; security, stability and growth; a formal and structured succession plan. Business improvement and organisational change are then the effects of external transfer ownership. Although these effects make business sense, family members will advocate for internal transfer of ownership for them not to lose the benefits that come with the internal transfer of ownership. Research limitations/implications This paper adds to the current family business research in South Africa, thus reducing the shortage of such research. Moreover, the paper proposes further research that will provide tested, practical and detailed guidelines of survival in the next generation. Practical implications The paper empirically highlights the perils of selecting a successor based on favouritism rather than merit and possible consequences, thereby assisting those involved in family enterprise succession to make an informed decision when choosing a successor. Originality/value This research paper provides empirical evidence of the internal transfer of ownership factors and external transfer of ownership effects from a South African perspective.
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Saridakis, George, Yanqing Lai, Rebeca I. Muñoz Torres, and Anne-Marie Mohammed. "Actual and intended growth in family firms and non-family-owned firms: are they different?" Journal of Organizational Effectiveness: People and Performance 5, no. 1 (March 12, 2018): 2–21. http://dx.doi.org/10.1108/joepp-04-2017-0033.
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Purpose Drawing on the motivation theory and family business literature, the purpose of this paper is to investigate the influence of family effect in growth behaviour of small-and-medium-sized enterprises (SMEs) in the UK. Design/methodology/approach The authors first compare the actual and expected growth of family and non-family-owned SMEs. The authors then compare the growth behaviour of small family firms managed by owner-directors and small family businesses co-managed by family and non-family directors with the non-family-owned SMEs. Findings The authors find a negative effect of family ownership on actual and intended small business growth behaviours. In addition, the findings also suggest that small family firms co-managed by non-family and family directors are no different from non-family-owned firms, in terms of reporting past actual growth in employment size and turnover as well as expecting growth in workforce size and turnover. The authors also observe a significant difference in anticipating sales growth between family-controlled and non-family-controlled firms. However, this difference is not explained by the heterogeneity of a top management team. Practical implications The study has important implications for managerial practice to family firms and on policies that improve the growth of SMEs. Specifically, the competence of managers and decision makers matters considerably in evaluating the efficient operation of the business and maximising the economic growth in SMEs. Originality/value The study makes two important theoretical contributions to small business growth literature. First, the findings underline a negative family effect in the actual and expected growth behaviour of SMEs. Second, the mode of family ownership alone may not sufficiently capture family effect and offer a thorough understanding of growth behaviour in SMEs.
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Kopriva, Iztok, and Mojca Bernik. "Comparison of Human Resource Management in Slovenian Family and Non-Family Businesses." Organizacija 42, no. 6 (November 1, 2009): 246–54. http://dx.doi.org/10.2478/v10051-009-0021-2.
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Comparison of Human Resource Management in Slovenian Family and Non-Family BusinessesThe room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.
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Guo, Huiting, Fangjun Wang, and Junrui Zhang. "Attitudes Of Chinese Listed Enterprises Toward Cash Flow Manipulation: A Resource Dependence Perspective." Journal of Applied Business Research (JABR) 29, no. 1 (December 28, 2012): 263. http://dx.doi.org/10.19030/jabr.v29i1.7572.
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<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; text-align: justify; line-height: 11.5pt; text-justify: inter-ideograph; mso-pagination: none; mso-line-height-rule: exactly;" class="MsoNormal"><span style="font-family: Times New Roman;"><span class="MsoCommentReference"><span style="color: black; font-size: 10pt; mso-themecolor: text1;">The prevalence of cash flow manipulation has drawn much scholarly attention in China and worldwide, especially since the </span></span><span style="color: black; font-size: 10pt; mso-themecolor: text1;">exposure of the accounting scandals at Enron, WorldCom, and Qwest. Cash flow status also provides a sound basis for corporate valuation. Using a sample of 12,251 firm-year observations from 1999 to 2009, this study thus investigates the attitudes and behavioral patterns of state-owned enterprises (SOEs) and non-SOEs in China toward cash flow manipulation. From a point of departure of resource-dependence theory, we find that non-SOEs tend to manipulate cash flow upward, whereas SOEs are more prone to manipulate cash flow downward. We also demonstrate that non-SOEs are more inclined to manipulate their cash flow statements compared with SOEs. The reason behind this differing behavior could be that non-SOEs are reliant on cash and funds from entities, such as governments and banks, and thus, they falsely enhance cash flow and firm performance in order to signal their solvency and thereby reduce financing costs. By contrast, since SOEs always receive sufficient cash inflows from both government sources and state-owned banks, the managers of these firms are unconcerned about cash flow shortages, which lessens their motivation to manipulate the figures. Indeed, this study finds that these managers may even reduce reported cash flow intentionally in order to obtain government assistance. Therefore, investors and regulators should make their judgments on the cash flow of entities based on their status as SOEs or non-SOEs.</span></span></p><span style="font-family: Times New Roman; font-size: small;"> </span>
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Bodolica, Virginia, and Martin Spraggon. "Contractual and relational family firm governance: Substitution or complementarity?" Corporate Ownership and Control 8, no. 1 (2010): 497–507. http://dx.doi.org/10.22495/cocv8i1c5p1.
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In this paper we argue that substantial weaknesses in corporate governance structures may be responsible for the pervasive failure of family firms to survive into the next generation. Aiming to improve extant knowledge on governance of family-owned enterprises that might boost their prosperity and longevity, we advance an integrative conceptual model which builds on boundary theory premises and accounts for the interdependencies among multiple governance arrangements. In particular, we suggest that the choice of an optimal governance configuration is dependent upon the way family firms manage the boundaries between their family and business identities. By combining contractual and relational devices of family firm governance into a single study, our model seeks to contribute to the ongoing debate in the literature regarding the existence of substitution effects and complementarity between alternative governance mechanisms.
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Mahérault, Loïc. "The Influence of Going Public on Investment Policy: An Empirical Study of French Family-Owned Businesses." Family Business Review 13, no. 1 (March 2000): 71–79. http://dx.doi.org/10.1111/j.1741-6248.2000.00071.x.
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This article focuses on the lack of capital available to small, private, family-owned businesses or businesses in which the manager and his or her family hold more than 51% of the total number of shares. It claims that being listed might be the best way to overcome this lack of capital. The article starts from the established view that access to financial resources is not easy for small family-owned businesses (Coleman & Carsky, 1999; De Visscher, Aronoff, & Ward 1995; Harvey & Evans 1995). In questioning the generally admitted frontier between investment and financing policies (Modigliani & Miller, 1958, 1963), this empirical work is on the fringe of standard financial theory. The study is carried out on two samples of small French family firms. The first is composed of 46 private companies, the second of 49 listed companies. All companies are SMEs (small and medium-size enterprises) and are nearly the same size. Empirical results are based on two cross-sectional analyses (1992, 1993). Linear regressions between investment and financial constraints are presented for the two samples separately. Results are very different, depending on whether the firm is listed. The description of private firms' investment is consistent with the pecking order theory (Myers & Majluf, 1984) and financial constraints clearly appear. The description of listed family firms is more classical: investment and financing policies seem to be independent. Finally, quoted family-owned businesses do not seem to suffer from lack of capital.
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Rothstein, Jeff. "Don't Judge a Book by Its Cover: A Reconsideration of Eight Assumptions About Jewish Family Businesses." Family Business Review 5, no. 4 (December 1992): 397–411. http://dx.doi.org/10.1111/j.1741-6248.1992.00397.x.
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This article presents data from a study of the family and educational backgrounds of forty-five Jewish sons in family-owned businesses in Montreal, Quebec, Canada. It begins by considering the sources of stereotypes about sons in Jewish business families. The article then explores the process the author followed in confronting his own stereotypes formed in childhood and in changing those stereotypes on the basis of new information. Each assumption is compared with data from the interview study, and the discrepancies are discussed.
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Gupta, Saurabh, and Ruchi Tyagi. "A Case Study on the Human Resource Management Practices in the Family Owned versus Professionally Managed Business Enterprises." Asian Journal of Research in Business Economics and Management 8, no. 7 (2018): 1. http://dx.doi.org/10.5958/2249-7307.2018.00060.9.
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Michie, Ranald C. "The Canadian Securities Market, 1850–1914." Business History Review 62, no. 1 (1988): 35–73. http://dx.doi.org/10.2307/3115383.
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In this article Dr. Michie examines the origins and development of the Canadian securities market from its appearance in the mid-nineteenth century until the First World War. He traces the growth of Canadian-based and Canadian-owned joint-stock enterprise and the rise of a distinct Canadian investing public, which led to the establishment of a Canadian securities market, and he explains why so much Canadian business continued to be transacted on both the London and New York stock exchanges. Dr. Michie also discusses the rivalry between the Montreal and Toronto stock exchanges and its detrimental consequences for the creation of a strong and unified Canadian market. Finally, he argues that, despite Toronto's rapid growth, Montreal remained the financial center of Canada throughout this period.
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Ammar, Sonia, and Jet Mboga. "Entrepreneurship and Family Owned Enterprises Model for Long-Term Growth and Success: The Case of Sinokrot." Economit Journal: Scientific Journal of Accountancy, Management and Finance 1, no. 2 (June 16, 2021): 122–36. http://dx.doi.org/10.33258/economit.v1i2.450.
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This article explores the startup, growth, and success factors of Sinokrot Global Group. Sinokrot, a family-owned enterprise located in the Palestinian West Bank. Sinokrot began as a local confection in the West Bank, focusing on Agro-Industries and Agriculture, which has expanded into the global market. The firm employs permanent and seasonal workers from surrounding fifty villages and cities. It accounts for three thousand five hundred workers in Palestine society and ships to over twenty countries worldwide. Despite political and economic challenges in Palestine and the Middle East, Sinokrot has set modern successful business ventures in the Palestinian and other emerging markets. This case study on Sinokrot, now termed Sinokrot Holdings, examines factors that contributed to the success and survival of Sinokrot. A structured interview method is used to elicit relevant information from top management of Sinokrot on its sustainable growth and entry into global markets. We will discuss implications for entrepreneurs in less developed nations. An entrepreneurship success model for family-owned businesses is proposed.
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Muhumed, Zubaida, Virginia Bodolica, and Martin Spraggon. "Inside an African family business estate: the founder’s legacy and the successor’s dilemma." Emerald Emerging Markets Case Studies 7, no. 3 (July 31, 2017): 1–28. http://dx.doi.org/10.1108/eemcs-01-2017-0012.
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Subject area Family business. Study level/applicability Specialized undergraduate courses, Elective MBA courses. Case overview This case study uncovers the remarkable story of the relentless growth and sporadic weakening of Nurul Ain (NA) Limited, a family business conglomerate with major operations in the Eastern region of Africa. The case provides an opportunity to follow the different stages of development of this family-owned organization through a sequence of strategic events and family dynamics that led to its recurrent success, decline and rejuvenation. Despite the numerous successes of NA Limited since its establishment in the early 1990s, the ambiguous relationship between family, ownership and management systems has caused a ripple effect of strategic, structural and governance challenges that threaten the sustainability of the family business. Nowadays, the founder faces the pressing challenge of ensuring his legacy remains intact and is passed over to his chosen successor, who, in turn, is confronted with the dilemma of joining the family business or pursing an independent career outside NA Limited. Shedding light on the complexity of today’s family-run organizations, the case allows examining the effectiveness of strategic decision-making in an emerging market context by applying a variety of family business principles, theories and frameworks. Expected learning outcomes Discuss the sources of competitive advantage and the typical challenges that family firms face in the context of emerging markets. Perform a comprehensive corporate diagnosis and examine the specificities of strategic management process in family businesses. Assess the succession management practices in family-run organizations and design a profile of successful successor. Discuss the effectiveness of various corporate governance mechanisms in the context of family-owned enterprises. Evaluate the strategic choices of the top management team and offer recommendations for securing the family business longevity. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Zhu, Jian An. "Case Study of Entrepreneurship and Family Business Succession on the View of Life Cycles." Advanced Materials Research 468-471 (February 2012): 484–87. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.484.
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In the most common cases, the first generation creates his business, accumulates wealth and waits for the right chance to hand them over to the second generation. The case study on Fotile Co. provides a perspective of both entrepreneurship and succession of family business. In 1996, Mao Li Xiang and his son, Mao Zhong Qun, started together a business on kitchen products. On the view of product life cycle, Mr. Mao Senior produced the clip reeds subcontracting for the state-owned TV set company and electric gas-lighting for international trade which were manufactured with imitation and at last waned after several years, until in 1996 he devoted himself to the third products, Chinese kitchenware, and beat Western technology with domestic technology and design in meeting the needs in Chinese kitchens. On the view of his individual life cycle, Mr. Mao Senior began with the accountant and salesman in commune and brigade enterprise in the 1970’s, manager of in the township and village enterprises in the 1980’s and the owner of family business in 1990’s when he handed over the right of control and finished the professionalization of management, the upgrading of enterprises as well.
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Ma, Dali, and Xiaowei Rose Luo. "The Intersection of Economic, Social, and Political Forces: Small and Medium-Sized Enterprises and Family Businesses in China." Management and Organization Review 18, no. 2 (April 2022): 216–22. http://dx.doi.org/10.1017/mor.2022.12.
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Small and medium-sized enterprises (SMEs) play a significant role in China. Based on recent statistics, about 67% of firms were non-state owned, which contributed 47% of the R&D in 2017 (Report of the Top 500 Firms in China, 2017). The majority of these firms are SMEs, many of which are family businesses. Despite their importance, we lack both theoretical and empirical understanding of how these firms cope with the opportunities and challenges in China's fast-changing transitional market. In light of the mission of Management and Organization Review (MOR), i.e., publishing ground-breaking insights about management and organizations in China, we called for this special issue in order to promote the value of the unique Chinese institutional context for management inquiries.
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Tan, Wee-Liang, and Siew Tong Fock. "Coping with Growth Transitions: The Case of Chinese Family Businesses in Singapore." Family Business Review 14, no. 2 (June 2001): 123–39. http://dx.doi.org/10.1111/j.1741-6248.2001.00123.x.
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Families control more than half of the corporations in East Asia (World Bank, 1999; World Bank, 1998). The contribution of family businesses to Asia's economic growth is predicated upon successfully growing their businesses. Many family businesses in East Asia, spanning countries such as Taiwan, Hong Kong, Indonesia, Singapore, and Malaysia, are Chinese owned and managed. Some claim that these businesses will never develop into full-fledged multinational enterprises because of their cultural heritage (Redding, 1990). However, some Chinese family businesses have successfully made the transition. This paper presents an in-depth study of five Chinese family businesses in Singapore that have successfully made the transition in growth and size and across national boundaries and family generations. Their business empires extend into the Asia Pacific region. This paper highlights the key success factors of these five noteworthy family businesses that enabled them to make these growth transitions.
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Bitkowska, Agnieszka, Joanna Moczydłowska, Krystyna Leszczewska, Karol Karasiewicz, Joanna Sadkowska, and Beata Żelazko. "Young Consumers’ Perceptions of Family Firms and Their Purchase Intentions—The Polish Experience." Sustainability 14, no. 21 (October 26, 2022): 13879. http://dx.doi.org/10.3390/su142113879.
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Although family-owned businesses have been widely investigated, the question of consumers’ perceptions of family firms is still worth more in-depth study. Drawing on the theories of family businesses and consumer behavior, this paper investigates the relationship between the consumers’ perceptions of family-owned enterprises and their purchasing decisions. Using a questionnaire, we surveyed 1069 young Polish consumers. Our findings demonstrate that young consumers’ convictions about family businesses are well-formed, despite their quite modest knowledge of these business entities. The vast majority of the survey participants were not able to provide any family business names. This implies that young consumers’ views on family businesses result from speculation or adoption of opinions that are dominant in a given society. To raise the level of awareness of their brands and transform consumers’ intentions into real purchasing behavior, family business entities need to intensify the educational significance of their promotional activities to help counteract the stereotypes about family businesses. The analysis presented here has important implications for current debates on whether the development of emotional relationships with family business entities and their brands is a suitable strategy to shape the purchasing attitudes towards the products made by family companies. The research findings could also form the basis for an extended study exploring what strategies family companies can implement in order to effectively shape young consumers’ perceptions about these firms. The research results can also serve as an aid for family firm owners and managers in rebuilding their client-oriented activities. The aforementioned knowledge can support family firm owners and managers in establishing effective marketing strategies. It also opens interesting avenues for further research.
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OUABDESSELAM, Lyes, and Fethi NOUI. "THE ALGERIAN FAMILY BUSINESS AND THE UPGRADING PROGRAMS: A QUALITATIVE APPROACH." International Journal of Research -GRANTHAALAYAH 5, no. 4 (April 30, 2017): 238–45. http://dx.doi.org/10.29121/granthaalayah.v5.i4.2017.1816.
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In order to support SMEs in their modernization and competitiveness efforts, the authorities have put in place a support strategy through the various support programs led by the Ministry of Industry and Mines (ex- Ministry of Small and Medium-Sized Enterprises and Crafts) in collaboration with the European Commission, such as the Euro-SME Development Program (EDPME). In this context, this work was carried out in order to help clarify one of the upgrading programs carried out in Algeria. The aim is to discover the real situation of one of the family SMEs in Algeria. In this study, we adopted a qualitative approach focusing on the often intuitive management mode of the company. This study made it possible to make an inventory and a strategic diagnosis of the targeted family business and tries to shed light on the obstacles to the achievement of the overall objectives of the upgrading operations. This study made it possible to carry out an ex-post evaluation and reveal a set of obstacles to the development of Algerian family-owned SMEs. This publication aims to contribute to the capitalization of the experience of the upgrading programs in Algeria.
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Chiang, Hsiangtsai, and Huey Jiuan Yu. "Succession and corporate performance: the appropriate successor in family firms." Investment Management and Financial Innovations 15, no. 1 (January 23, 2018): 58–67. http://dx.doi.org/10.21511/imfi.15(1).2018.07.
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Among the founders of family firms, succession is the greatest challenge to long-term success. According to The Family Firm Institute (n.d.), only about 30% of family businesses survive into the second generation, 12% are still viable into the third generation, and only about 3% of all family businesses operate into the fourth generation or beyond. In contrast to Western countries, the sustainable development of family-owned enterprises within Chinese society must rely on the operation of enterprises. Succession, being inevitable, can reduce the value of a company. This study sought to identify the appropriate succession plan to maintain business value and family’s wealth. The main purpose of this study is to discuss the relationship between a family’s succession, the successor, and firm performance. The sample is comprised of listed firms in Taiwan with necessary data from the Taiwan Economic Journal Database (TEJ). The period extends from 1996 till 2016. Securities, financial firms, and other elements of incomplete information are excluded from the sample. The research sample including 1,286 firms and 13,849 firm-year data, 2,918 of which indicate succession issues. This study employed regression model and investigated the relationships between family succession, the successor, and corporate performance. The main findings indicate that succession negatively influences corporate performance. However, an internal successor is better than an external one, and children successors are better than other relatives.
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Bianchi, Massimo, Joshua Onome Imoniana, Laura Tampieri, and Jelena Tesic. "Comparing the role of managerial control in micro family business start-up in Bosnia Herzegovina, Brazil and Italy." Corporate Ownership and Control 7, no. 2 (2009): 224–37. http://dx.doi.org/10.22495/cocv7i2c1p5.
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This paper compares the role of managerial control in Micro, Small and Medium Enterprises (MSMEs) startup in Bosnia Erzegovina, Brazil and Italy respectively in the district of Banja Luka, San Caetano and Forlì-Cesena. The main reason for this emergent topic is the survey carried out in the various countries that shows that informal controls outweighs the formal controls in the MSME and that there is a good evidence that such businesses are family owned. The most interesting result of the research was the discussion on MSMEs control system that is interwoven by the role and features of managerial control in Family Business (FB). In this regard, should we assume as empirically demonstrated in model (Fig.1) together with Greiner statements, developed by other Authors (Quinn, Cameron 1983), the general framework allow us to maintain the hypothesis that the control level in the first phases of MFB startup is low and limited to punctual check and operative one.
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Theodore, John. "The Lack Of Industrialization, The Limited Number Of Private Corporations, And The Retardation Of Management In Private Business Enterprises In Greece." Journal of Business Case Studies (JBCS) 8, no. 2 (February 8, 2012): 169–76. http://dx.doi.org/10.19030/jbcs.v8i2.6803.
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The purpose of this article was to examine and evaluate how 1) the late arrival of industrialization in Greece and the subsequent de-industrialization of the country deterred the formation and expansion of private corporations and impeded the mergers of small private enterprises in creating larger ones in the corporate form of business and 2) how the limited presence of private corporations retarded the development of management. Corporations are created through a planned initial formation and/or through the mergers of smaller corporate and non-corporate entities, such as proprietorships, partnerships, and family-owned non-stock corporations. Subsequently, the ample factors of production within the corporation allow the formation of professional management and the principles of organization which result in advanced managerial and organizational performance.
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Guedes, Maria João. "Editorial: Corporate governance and ownership: Changing towards an accountable, sustainable, responsible but profitable corporation." Corporate Ownership and Control 18, no. 1 (2020): 4–6. http://dx.doi.org/10.22495/cocv18i1editorial.
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In recent years, corporate governance has been a popular topic of research, especially in the aftermath of corporate scandals and financial crisis. These events highlighted the effects that weak corporate governance may have in corporations, resulting in poor management decisions and financial performance, and even ending in the collapse of some corporations. This new issue (volume 18, issue 1) of the journal Corporate Ownership and Control contains an interesting selection of articles, with contributions on the role of different types of ownership (e.g., family and state-owned enterprises) and corporate governance mechanism, from internal control to new forms of socially responsible accountability in order to enable the corporations to ensure a commitment to all stakeholders and a safe global environment for the future.
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Gohar, Madiha, and Ayesha Abrar. "An Exploration of Women Owned Home-based Business Through Institutional Theory Lens: A Case of Peshawar, Pakistan." Journal of Applied Economics and Business Studies 6, no. 2 (June 30, 2022): 33–54. http://dx.doi.org/10.34260/jaebs.623.
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This paper aims to explore the dynamics of women owned home-based businesses in the normative context of Peshawar. It helps to add to our understanding of how women create and manage their ventures and get legitimacy in a context where they live like second-class citizen with no rights. The study also highlights the impact of these ventures on their lives and household. A qualitative approach was used to explore the creation and management of women owned home-based businesses in the context of Peshawar. 20 women entrepreneurs were selected through purposive sampling technique. In-depth interviews were conducted to understand the lived experiences. Data was analyzed using thematic analysis. We have built on institutional theory to understand the creation and management of women owned home-based enterprises, which brought about unique insights into this ever-prevailing phenomenon. The findings of this study reveal that given the distinctive context of Peshawar, the role responsibilities of women are shaped through multiple socio-cultural and religious interpretations. Compliance to which, defines the grounds of negotiation for adopting an entrepreneurial career. This makes the venture creation a bounded phenomenon and highly dependent on the familial approval for which norms and values within normative context are negotiated. With familial approval, a home based women entrepreneur (HBWE) ensures her belongingness to the family mores. A legitimacy of HBWE is contingent upon the trust of the family members as an entrepreneur and home maker. At this level, she represents as role model by sharing control which enhances the cultural acceptability of home-based businesses (HBBs). This study has portrayed transition of HBWE through compliance, negotiating, belongingness, legitimacy, emancipation and empowerment.
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Herawati, Aty. "TRAINING OF COCONUT BUSINESS STRATEGIES AS MICRO, SMALL BUSINESS, MEDIUM ENTERPRISES IN MERUYA SELATAN VILLAGE." ICCD 1, no. 1 (December 14, 2018): 384–88. http://dx.doi.org/10.33068/iccd.vol1.iss1.57.
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The development of the industrial sector, whether large, medium, small, micro or home industry, is basically an effort to improve the standard of living and welfare of the people. The development of the industrial sector is an activity directed towards developing the industry by increasing added value and can create jobs for the community. The household industry also requires workers both adults and young people who have skills. Workers in the production process can come from the family, the surrounding community or outside the area. Therefore a strategy is needed that can empower sustainable communities. Efforts to mobilize resources to develop the potential of the community by developing an entrepreneurial spirit. One form of entrepreneurship is the processing of coconut which can be done on a home industry scale in the Kembangan District area, especially in the South Meruya Village. This location has a location adjacent to the coconut producing area in Banten Province. This service has the purpose of conducting entrepreneurial training by raising awareness of the potential that is owned, knowing and knowing how to obtain raw materials, carrying out the production process and marketing of processed products. The number of participants invited as many as 30 people consisting of people in various RTs in various villages in South Meruya District. The method of implementing this activity refers to a sustainable coaching program. through several stages of business training, mentoring, handling and business networks. The results of the training evaluation revealed that participants stated that training was very useful to improve understanding regarding the effectiveness of interpersonal communication in coconut management.
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Xiang, Dong, and Andrew Worthington. "Finance-seeking behaviour and outcomes for small- and medium-sized enterprises." International Journal of Managerial Finance 11, no. 4 (September 7, 2015): 513–30. http://dx.doi.org/10.1108/ijmf-01-2013-0005.
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Purpose – Model finance-seeking behaviour and outcomes by Australian small- and medium-sized enterprises (SMEs) using firm-level panel data. The paper aims to discuss this issue. Design/methodology/approach – Using firm-level three-year panel data for more than 2,000 SMEs from the Business Longitudinal Database compiled by the Australian Bureau of Statistics, the authors estimate separate models for the seeking of finance (debt and/or equity) and the outcomes of finance seeking (successful or unsuccessful). Key explanatory variables include declared business focus (on financial, cost, operational, quality, innovation, and human resource measures), presence of business plans and other documentation related to successful finance seeking, innovation, indicators for family and foreign-owned businesses, and profitability. Control variables include sales, the number of employees, length of operations, export and import activity, government financial assistance, and industry classification. Findings – Business objectives together with a large number of firm-level characteristics, including firm age, size, industry and sales, profits, growth and exports, significantly affect both finance-seeking behaviour and outcomes. The authors find evidence that the pecking-order and agency cost theories of capital structure at least partly explain the financial behaviour of Australian SMEs. Research limitations/implications – Several of the responses in the underlying survey data are qualitative so the authors are unable to assess how the strength of these relationships varies by the levels of sales and profitability. Practical implications – The findings show that business objectives significantly affect SME finance-seeking decisions and outcomes. SMEs that focus on profitability or growth have a strong willingness to seek additional finance; in comparison, SMEs that focus on the quality of their products or services are less likely to apply for additional finance. As only half of the SMEs in the sample considered profitability or growth to be a major business focus, core business objectives greatly affect SME financing decisions. Further, pecking-order theory not trade-off theory better explains the financial behaviour of SMEs, yielding evidence that SMEs continue to face financial constraints when pursuing growth. Some evidence also of agency cost theory in the positive effects of family ownership on debt seeking. Originality/value – One of very few studies to examine finance seeking by SMEs, especially in Australia. Further, only study known to include declared business strategy, presence of business plans and other finance-related documentation and innovation in addition to the usual focus on growth and profitability to explain financing behaviour. Very large panel of longitudinal data used to explain financial decision making over time.