Dissertations / Theses on the topic 'Family-owned business enterprises – Case studies – Management'
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Xu, Jian, and 許儉. "Managerial communication within a Chinese state-owned enterprise in a period of transition." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31220162.
Full textXu, Tie. "A configuration framework of manufacturing strategy paradigm in state owned enterprises within China's petrochemical industry : building context-embedded configurations for the paradigm of strategic manufacturing management from exploratory case studies." Thesis, Aston University, 2004. http://publications.aston.ac.uk/10774/.
Full textWong, 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.
Full textHui, Kwan-wah Hugo, and 許坤華. "A case study on a Chinese family business." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B42574250.
Full textGovender, 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.
Full text鄭宏泰 and Hongtai Zheng. "The transfer of ownership and leadership: a study of Chinese family business and inheritance." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31245109.
Full textShah, Keval. "An exploratory study of the use of organisational network analysis for a business case for change in Sumaria Group." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/6424.
Full textSievert, Sheree L. "Preserving bodies, preserving buildings : funeral homes in east-central Indiana." Virtual Press, 1999. http://liblink.bsu.edu/uhtbin/catkey/1133728.
Full textDepartment of Architecture
Duarte, Jo??o Roberto Cordeiro. "A reestrutura????o da ??rea cont??bil como ponto central para a melhoria da gest??o e profissionaliza????o de empresa t??xtil de origem familiar." FECAP - Faculdade Escola de Com??rcio ??lvares Penteado, 2006. http://132.0.0.61:8080/tede/handle/tede/437.
Full textSome characteristics of family companies continue even though these enterprises reach high platforms of invoicing, using, for times, hundreds of employees. During its initial phase, many of these enterprises adopt informal procedures that, times later can constitute problems to its higher development, exactly for the fact to be persisted on to the company's culture of the initial phase. In many cases, the lack of a practical and structuralized accounting and the adoption of informal practices constitute serious obstacles, leading the company the filings for the inspection agencies, labor law actions and shunting line of materials and financial resources. Additionally, the absence of more rigid or efficient controls implicates the strategic administration of the company, for the lack of highlights (management information) on competitiveness, costs and financial health. This research had as objective to analyze the problems lived for a great company of the textile segment, caused for a family management, and shows as the reorganization of the countable sector oriented for the adoption of a series of measures, amongst them the implantation of a management accounting. For this study bibliographical documentary research and study of case had been used predominantly, that had allowed lining up the theory and the objectives. Through the developed study, one proves that a structured accounting and the participation and integration of all the sectors in the spreading of the information allow the implantation of a management accounting.
Algumas caracter??sticas de empresas familiares persistem mesmo quando esses empreendimentos atingem elevados patamares de faturamento, empregando, por vezes, centenas de funcion??rios. Muitos desses empreendimentos adotam, durante sua fase inicial, procedimentos informais que, tempos depois, podem acabar se constituindo em empecilhos ao seu maior desenvolvimento, exatamente pelo fato de persistirem arraigados ?? cultura organizacional da fase inicial. Em diversos casos, a falta de uma contabilidade estruturada e a ado????o de pr??ticas informais passam a constituir s??rios obst??culos, levando a empresa a autua????es pelos ??rg??os de fiscaliza????o, a????es trabalhistas e desvio de materiais e de recursos financeiros. Adicionalmente, a aus??ncia de controles mais r??gidos ou eficazes acaba comprometendo a administra????o estrat??gica da empresa, pela falta de sinalizadores (informa????es gerenciais) quanto a sua competitividade, custos e ?? pr??pria sa??de financeira. Esta pesquisa teve como objetivo analisar os problemas enfrentados por uma grande empresa do segmento t??xtil, ocasionados por uma gest??o familiar, e mostra como a reestrutura????o do setor cont??bil serviu de base para a ado????o de uma s??rie de medidas, dentre elas a implanta????o de uma contabilidade gerencial. Para este estudo foram utilizados predominantemente pesquisa documental bibliogr??fica e estudo de caso, que permitiram alinhar a teoria e os objetivos em estudo. Atrav??s do estudo desenvolvido, comprova-se que uma contabilidade estruturada e a participa????o e integra????o de todos os setores na divulga????o das informa????es permitem a implanta????o de uma contabilidade gerencial
Gao, Fei Yi Organisation & Management Australian School of Business UNSW. "Regional differences in HRM practices- the case of family businesses in the People??s Republic of China." 2008. http://handle.unsw.edu.au/1959.4/41471.
Full text"Organizational evolution via spatial partitioning: case study of a state-owned advertising agency in reform China." 2000. http://library.cuhk.edu.hk/record=b5890358.
Full textThesis submitted in: December 1999.
Thesis (M.Phil.)--Chinese University of Hong Kong, 2000.
Includes bibliographical references (leaves 134-135).
Abstracts in English and Chinese.
ABSTRACT (English) --- p.iii
ABSTRACT (Chinese) --- p.v
ACKNOWLEDEMENT --- p.vi
LIST OF FIGURES --- p.vii
LIST OF TABLES --- p.viii
Chapter Chapter I --- Introduction --- p.1
Chapter 1. --- Prelude --- p.1
Chapter 2. --- The Questions of Intra- and Inter-Organizational Dynamics --- p.5
Chapter 3. --- Hybridization: A Historical Trajectory of Chinese Advertising Industry --- p.8
Chapter 4. --- Competition and Professionalization: Two Challenges Facing State-Owned Ad Agencies --- p.14
Chapter 5. --- The Basic Conceptual Framework and A Chapter Outline --- p.19
Chapter Chapter II --- "Space, Spatial Partition and Situated Practices of A State-owned Ad Agency" --- p.22
Chapter 1. --- "Strategic Practices, Locale, and Institutional Changes" --- p.22
Chapter 2. --- Key Concepts and Their Linkages --- p.27
Chapter Chapter III --- Methodology --- p.40
Chapter 1. --- Case Study and Case Selection --- p.40
Chapter 2. --- PrQcedure of Fieldwork --- p.42
Chapter 3. --- Data and My Identities in Data Collection --- p.46
Chapter 4. --- Validity of My Interpretation --- p.50
Chapter Chapter IV --- Spatial Partitioning and Routine Practices at PAC --- p.53
Chapter 1. --- Seaside Province and Phoenix City --- p.53
Chapter 2. --- Physical Settings of PAC --- p.57
Chapter 3. --- Professionalization of PAC in the Front Region --- p.68
Chapter 4. --- The Transformation of Organizational Structure --- p.71
Chapter 5. --- Routine and Non-routine Practices in the Back Region --- p.77
Chapter 6. --- The Mixture of Two Systems in PAC --- p.93
Chapter Chapter V --- Patrolling the Spatial Partition in Competition --- p.97
Chapter 1. --- Bidding as A Critical Moment --- p.98
Chapter 2. --- PAC's Preparation for Submitting A Bid --- p.99
Chapter 3. --- PAC's Excellent Performances in Bidding --- p.110
Chapter 4. --- Integration of the Two Paradigms of Organizational Management --- p.112
Chapter Chapter VI --- Conclusion and Discussion: The Hybridization in A Transitional Society --- p.116
Chapter 1. --- Organizational Dualism and Spatial Partitioning in PAC --- p.116
Chapter 2. --- Social Practices in A Transitional Society: A Spatial Perspective --- p.121
Chapter 3. --- Spatial Partitioning in Local Clients and International Ad Agencies --- p.125
Chapter 4. --- Organizational Evolution in A Transitional Society --- p.128
APPENDIX --- p.132
BIBLIOGRAPHY --- p.134
Van, der Westhuizen Rolandi. "The value of governance structures in private family organisations." Diss., 2018. http://hdl.handle.net/10500/23900.
Full textManagement Accounting
M. Phil. (Accounting Sciences)
"The inter-relation of a Chinese family firm and a Chinese family: the case study of the Nanyang Brothers Tobacco Company and the Jian family." 2015. http://library.cuhk.edu.hk/record=b6116384.
Full text在結論中,我將指出簡氏家族是一個成員不多的小家族,因此必須依賴親戚和廣東同鄉來經營。此外,雖然他們可藉著與簡氏家族的關係而進入南洋,但是他們在南洋的升遷與發展,則依賴他們的表現和與簡家的關係變化。因此在華人家族企業中,家族成員、親戚與同鄉可通過他們與家族的關係而進入企業工作,但是他們的未來取決於他們對公司的貢獻與表現,以及他們與家族之間的關係有何變化。
大部分的簡家成員是通過他們在海外的工作經驗而接觸並學習現代化技術,而非通過教育。此外,雖然簡氏家族在引入現代化技術以改善南洋的生產和管理,並且看似大膽且現代化,但實際上當他們在公司的權利可能因而受影響時,他們則表現得保守與傳統。因此,華人家族企業的現代化取決與華人家族企業的擁有權和控制權是否遭受威脅。如果擁有權和控制權不受影響,現代化的改革則得以實施,不然將仍然保留傳統的模式。現代化並非單純的零和模式,因此許多華人家族企業是現代與傳統的混合體。
由於與政治界缺乏有效的方式與溝通,南洋與簡氏家族都不可避免地受到政府的影響,無力拒絶政府的要求並為他們自己爭取更好的機會。如同民國時期其他商人與企業,當中國出現大一統政府時,他們就無法取得比較好的機會與待遇。
本研究也為華人家族企業指出了四個新理論。第一,當華人家族企業為股份公司時,其擁有權將影響其控制權。第二,家族成員、親戚與鄉親可進入公司,但他們的地位取決於其貢獻與表現,以及他們與家族的關係。第三,華人家族企業的現代化,取決於家族是否可保有對公司的擁有權和控制權。第四 ,企業家精神有時對公司不是好處,而是壞處。
The thesis is a research based on a case study of the inter-relation of a Chinese family firm and a Chinese family: the Nanyang Brothers Tobacco Company and the Jian family. The article will be discussing on the rationale and practices that influence a firm on its ownership, authority, operations and developments; In addition, the ground of these influences towards its family growth, expansion, connection with other families, eventually leading to a lineage evolution.
Throughout the study, I have indicated that the Jian family is a small family. Hence, most of its members have to rely on their paternal and maternal relatives, or the Cantonese fellows to operate Nanyang. In the beginning stage, this group of family members could obtain a position in Nanyang through relationship with the Jian family. However, their career paths in Nanyang are subject to their performances and the changes of relationship with the Jian family at some point in the future.
In spite of ample working experience gained in overseas, most members from the Jian family did not learn about modernization through academic choice. Notwithstanding the evidence that the Jian family has introduced the modern skills and technology into the process of Nanyang’s manufacturing and management, it is unlikely that the authority could forgo the conventional methodology in order to adapt to the advanced formulas. Over and above that, this group of family members regards this phenomenon as a disadvantage towards their position in Nanyang. The threat level of present authority and ownership determines the success rate of the evolution within a Chinese family firm. Modernization could be realized if only the present authority were not affected. However, the evolution within a firm is not a zero-sum game. And therefore, many of the Chinese family firms adapt to the integration of modern and conventional management approach.
The lack of communication efficiency between the local government and Jian family, as well as Nanyang is the fundamental of its political position. Due to its political positioning, Nanyang unavoidably faces difficulties in declining requests from the government and to strive for greater opportunities. Like any other merchants during the Republican Era of China, they could not gain a better treatment under these circumstances.
The research indicated four principles for these Chinese family firms. Firstly, when a Chinese family firm is also a stock corporate at the same time, its ownership of the company’s share will directly impact on its individual authority. Secondly, family members, relatives, and fellows could achieve an easy entry into a Chinese family firm based on its relationship. However, the career paths in the firm are subject to their individual performances and the relationship with the family. Thirdly, the threat level of present authority and ownership determines the success rate of the evolution within a Chinese family firm. Modernization could be realized if only the present authority were not affected. Otherwise, modernization will be denied at the initial stage. Lastly, entrepreneurship is a double-edged sword. It allows a firm to unleash its greatness; or, a significant drawback.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Chong, Henry Ren Jie.
Thesis (Ph.D.) Chinese University of Hong Kong, 2015.
Includes bibliographical references (leaves 277-292).
Abstracts also in Chinese.
"The structure of ownership in family firms." Thesis, 2010. http://library.cuhk.edu.hk/record=b6075291.
Full textUsing a sample of 216 family firms listed on the Hong Kong Stock Exchange with time series data spanning 1990--2008, I investigate the causes and effects of ownership concentration by means of family trust. I fmd that when family control is important (when there exists a large amount of family intangibles), there is a higher propensity that family trust is used to concentrate ownership and secure control, provided that the cost of using it is low (small family size hence low family conflict). However, when there are more and more family members after generations, the benefit of preserving the intangibles may not be high enough to cover the cost of potential family conflict, leading to firm value loss. Moreover, the cost of using trust magnifies during difficult periods such as financial distress, economic downturn and leadership succession. Hence, firms with high potential family conflict have poorer performance during difficult time if family trust is used for holding the firm's controlling stake. Family trust also induces common pool problem. Family members tend to extract resources from the family firm as much and as early as possible, leading to higher payout and slower firm growth.
Leung, Siu Ching.
Adviser: Joseph P. H. Fan.
Source: Dissertation Abstracts International, Volume: 73-03, Section: A, page: .
Thesis (Ph.D.)--Chinese University of Hong Kong, 2010.
Includes bibliographical references (leaf 58).
Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Abstract also in Chinese.
Hammond, Clark H. "Response of family businesses to a natural disaster : a case study approach." Thesis, 2003. http://hdl.handle.net/1957/31108.
Full textGraduation date: 2003