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Journal articles on the topic 'Family-owned business enterprises'
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1
de Farias, Salomão Alencar, Rajan Nataraajan, and Erica Piros Kovacs. "Global business partnering among family-owned enterprises." Journal of Business Research 62, no. 6 (June 2009): 667–72. http://dx.doi.org/10.1016/j.jbusres.2008.02.003.
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Nandlal, Honey, and Suresh Kumar. "MANAGING SUCCESSION IN A FAMILY OWNED SMALL-MEDIUM ENTERPRISES." International Journal of Family Business Practices 3, no. 1 (June 30, 2020): 21. http://dx.doi.org/10.33021/ijfbp.v3i1.1157.
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<p>Nowadays, family businesses are of high number in countires and contribute to the development of the economy. This research was conducted due to the importance of family business survival and it focuses on factors that affect their performance. Recently, family businesses have been identified as one of the concerns in the global entrepreneurial development agenda. This is because of the existing problem which is caused by family business owners avoid planning and treat succession as a problem instead of an opportunity. This impacts the continuity of the family-owned business. This research is made to emphasize the importance of planning and the drawbacks of negative bias in viewing succession as a problem. This study is expected to make family business owners understand the importance of planning and treating succession as an opportunity to achieve continuity. Qualitative research method was chosen as the method of the research with first generation family business owners as the key informants. Three key informants are chosen; Mr. Untoro A. Suryadi, Mr. IS and Mr. AS. In conclusion, family business should stop strategizing succession and treat succession as a practice.</p>
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Dominic Suta, Damas. "Sustaining Transport Business: Analyzing Succession Planning for Family - Owned Transport Enterprises." International Journal of Science and Research (IJSR) 12, no. 8 (August 5, 2023): 1302–8. http://dx.doi.org/10.21275/sr23807204811.
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Gulbrandsen, Trygve. "Flexibility in Norwegian Family-Owned Enterprises." Family Business Review 18, no. 1 (March 2005): 57–76. http://dx.doi.org/10.1111/j.1741-6248.2005.00030.x.
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This article discusses whether family ownership affects a firm's adoption of flexible manpower and organization practices. The results presented in the article show that the important divide is not between family-owned and nonfamily businesses: family businesses with a professional top manager differ from nonfamily firms only as regards one of seven flexibility measures. More important is whether the owners choose to be in charge of the day-to-day running of the firm themselves (owner-management) or leave it to a professional manager. In owner-managed family businesses, five out of seven practices for increased flexibility prevail less frequently than in both family businesses with a professional manager and nonfamily firms. Owner-managers are, then, more skeptical of adopting new management principles and personnel policies than are professional managers.
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Denison, Daniel, Colleen Lief, and John L. Ward. "Culture in Family-Owned Enterprises: Recognizing and Leveraging Unique Strengths." Family Business Review 17, no. 1 (March 2004): 61–70. http://dx.doi.org/10.1111/j.1741-6248.2004.00004.x.
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Through years of consulting experience and culture research, a fuller picture of family firms began to emerge. It became increasingly clear that family business sustainability and accomplishment were rooted in something deeper, something beyond superficial explanation. Belief in the innate value and uniqueness of family business culture drove collaboration on this project between the disciplines of family business and organizational behavior. The goal was to critically examine family business culture and performance relative to nonfamily firms. The Denison Organizational Culture Survey, a cultural assessment tool that has linked corporate culture to financial performance, was administered to a sample of 20 family businesses and 389 nonfamily businesses, allowing us to compare their cultures. The results showed that the corporate cultures of family enterprises were more positive than the culture of firms without a family affiliation. Family enterprises scored higher on all 12 dimensions of the assessment tool. Despite the small sample, several of these differences were statistically significant. This suggests that family firms perform better because of who they are. In addition, recent research that shows they also perform better because of what they do strategically. Their histories and shared identities provide a connectedness to time-tested core values and standards of behavior that lead to bottom-line success.
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Wang, Lin, and Guangming Wang. "Family Involvement, Institutional Investor Shareholding and Corporate Social Responsibility." BCP Business & Management 43 (March 24, 2023): 342–53. http://dx.doi.org/10.54691/bcpbm.v43i.4659.
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As an important form of enterprise, family business's production and operation activities are largely affected by family involvement. This paper takes China's A-share listed family enterprises from 2016 to 2020 as the research object to explore the impact of family involvement on corporate social responsibility. The research results show that with the increase of family involvement, family members take the maintenance of social emotional wealth as an important basis for business decisions, and enterprises will take more active social responsibilities. Further analysis shows that the level of family ownership involvement plays a stronger role in enhancing the level of corporate social responsibility when institutional investors hold lower shares. Based on the subdivision analysis of the way of family ownership, the results show that the improvement of the involvement of family ownership contributes to the performance of the social responsibility of directly established enterprises, and the involvement of family governance and management power significantly and positively affects the performance of the social responsibility of indirectly established family enterprises. Based on the analysis of the difference in the duration of family-owned enterprises, the results show that the higher the degree of family involvement of family-owned enterprises with a shorter duration of family-owned enterprises, the more conducive to the performance of corporate social responsibility. This paper discusses the impact of family involvement of Chinese family enterprises on their social responsibility, hoping to provide guidance for reasonably guiding family enterprises to assume social responsibility.
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Indrayana, Fandili. "Legal Construction Appropriate Form of Business Agencies in The Development of Village-Owned Business Units By Notary Based on Law Number 6 of 2014 Concerning Village." Authentica 5, no. 1 (August 15, 2022): 30–45. http://dx.doi.org/10.20884/1.atc.2022.5.1.190.
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The legal construction of the Village Owned Enterprise Deed in choosing a business form sometimes becomes a problem. This research is aimed at the legal construction of the proper form of business entity in the Deed of Village-Owned Enterprises by a Notary based on Law Number 6 of 2014 concerning Villages. In addition, it is also to analyze the legal relationship of Village-Owned Enterprises as business entities in forming other legal entities as business activities using normative research methods. The results of the study state that, BUMDes is a village-owned enterprise established on the basis of the needs and potential of the village as an effort to improve community welfare with a family spirit, so the legal construction of the right form of business entity in the Deed of Village-Owned Enterprises by Notaries based on Law Law Number 6 of 2014 concerning Villages is a cooperative or PT (Persero). The relationship between Village-Owned Enterprises as a business entity and other legal entities as business units is basically a two-sided legal relationship (tweezijdige rechtsbetrekkingen), namely the legal relationship between two parties accompanied by the rights and obligations of both parties. We recommend that the Regulation of the Minister of Villages, Development of Disadvantaged Areas, and Transmigration Number 4 of 2015 concerning Establishment, Management and Management, and Dismissal of Village-Owned Enterprises does not limit the selection of legal construction of BUMDes business units, apart from that it is necessary to regulate BUMDes in the form of Laws especially regarding provisions state finances as separated capital, and the accountability of the board of directors.Keywords: Legal Construction, Village-Owned Business Unit Deed, Notary
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Akume, Ben. "Developing Capabilities for Sustainability in Family Small Enterprises." International Journal of Entrepreneurship and Governance in Cognitive Cities 1, no. 2 (July 2020): 9–23. http://dx.doi.org/10.4018/ijegcc.2020070102.
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Though literature in family perpetuity and sustainability is well documented from the advanced economies, there is scarcity of insights from emerging markets where this research relates. The study, therefore, sought to investigate, understand, and interpret the underlying drivers of sustainability in small family businesses using the stewardship theory paradigm in the Nigerian family business environment. A qualitative method with 41 in-depth interviews involving owners and managers of family-owned small and medium businesses was conducted. The study empirically shows that there is an interrelationship between family structure and business sustainability; hence, the practice of polygamy was found to be inimical to family business success and sustainability. Building on the stewardship theory, the paper develops a model of sustainability for small and medium family businesses. The study contributes to the theoretical literature on stewardship and family business sustainability.
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Kiwia, Rose Haynes, Kenneth M. K. Bengesi, and Daniel W. Ndyetabula. "Succession planning and performance of family-owned small and medium enterprises in Arusha City – Tanzania." Journal of Family Business Management 10, no. 3 (December 5, 2019): 213–30. http://dx.doi.org/10.1108/jfbm-03-2019-0018.
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Purpose The purpose of this paper is to examine succession planning and performance of family-owned small and medium enterprises (SMEs). Design/methodology/approach The quantitative research approach and a cross-sectional research design were employed. The probability sampling technique was used to draw 219 respondents from the sampling frame. A structured questionnaire was used for data collection. Descriptive statistics and independent samples t-tests were used for data analysis. Findings It was revealed that most of family-owned SMEs founders in the study area had mechanisms for succession planning for their businesses. Also, there is a difference in business performance when successors are selected and prepared by business founders compared to when they are selected and prepared by other family members. Successors selected and prepared by business founders performed better in business than successors who were selected and prepared by other family members. Research limitations/implications This study employed a quantitative research paradigm methodology, which limits deep discussion with respondents. Future studies could consider using a qualitative research paradigm methodology. Originality/value The paper presents succession planning process experience in family-owned SMEs in the study area, specifically the existence of succession planning in family-owned SMEs. It also shows a difference in business performance between the two investigated groups. This paper will benefit business founders, family business successors and researchers.
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Pinzón-Castro, Sandra Yesenia, Gonzalo Maldonado-Guzmán, and José Trinidad Marín-Aguilar. "Innovation Adoption in Mexican Small Family Firms." International Business Research 11, no. 4 (February 23, 2018): 7. http://dx.doi.org/10.5539/ibr.v11n4p7.
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Innovation is a topic that has been widely analyzed and discussed in the literature of business and management sciences and there a far and wide consensus among scholars, researchers and professionals that innovation activities should be considered not only as a business strategy but also as a daily activity in enterprises, especially in small and medium-sized ones. However, a high percentage of theoretical and empirical published investigations have focused in the innovation activities of big enterprises while only a small percentage has analyzed this construct in small and medium-sized enterprises. Only a few of them have focused in small, family-owned enterprises even when this type of business is the most representative of the economy and society in country around the world. Therefore, the main goal of this empirical research is the analysis of adopting innovation activities in small, family-owned businesses in an emerging country, as it is the case of Mexico. The results obtained show that there is a clear adoption of innovation in products, processes and management systems from small family businesses.
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OLUWATUKESI, Stephen Olajiire, L. A. BALOGUN, Temituope Esimajemite OLUWATUKESI, and Boluwaji Gbenga JAIYESIMI. "Succession Planning and Business Continuity of Family-Owned Business in Lagos State, Nigeria." IIARD International Journal of Economics and Business Management 9, no. 9 (February 9, 2024): 56–69. http://dx.doi.org/10.56201/ijebm.v9.no9.2023.pg56.69.
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This study investigates the effects of succession planning on the business continuity of family- owned businesses in Lagos state, Nigeria. The study adopted a cross-sectional survey design and computed a sample size of three hundred and sixty-eight (368) from The Nigerian Association of Small and Medium Enterprises NASME database of registered family businesses of eight-thousand three hundred and ninety- six registered family-owned businesses in Lagos state using the Cochran sample size formula. The senior staff and owners of family-owned businesses in Lagos state were purposively selected to fill out the structured questionnaires of the study. The questionnaires were adapted from previous studies and validated via a pilot study conducted in the Oluyole industrial area of Ibadan southwest, Oyo state, Nigeria. The study adopted SPSS version 25 for the descriptive statistics and Smart PLS version 4.0 for the inferential statistics to analyse the data. The study's findings revealed that succession planning influences 30.2% of business continuity, while the remaining 69.8% can be explained by the other exogenous variables different from business continuity. The study concludes that succession planning positively influences the business continuity of family-owned businesses in Lagos State, Nigeria.
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Al Rawaf, Razan Abdullah, and Abdulaziz Abdulmohsen Alfalih. "The Role of Governance in Achieving Sustainability in Family-Owned Business: Do Responsible Innovation and Entrepreneurial Culture Matter?" Sustainability 15, no. 7 (March 23, 2023): 5647. http://dx.doi.org/10.3390/su15075647.
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Research on family business sustainability has seen a surge over the last decade. Despite this, very little research has been performed to investigate the impact of governance on family business sustainability. Building on this gap, this paper empirically examines the impacts from organizational governance and responsible innovation on the sustainability of family-owned businesses. It also evaluates entrepreneurial culture’s contribution as a moderator of the nexus of organizational governance, responsible innovation, and business sustainability in Saudi Arabia. A sample of 396 responses were collected from 87 family enterprises; respondents were generally principal managers and/or main business owners. The relationships in the conceptual model were tested with structural equation modelling using SmartPLS. The results show that organizational governance and responsible innovation positively and statistically significantly impact business sustainability among family-owned businesses in Saudi Arabia. Furthermore, entrepreneurial culture significantly and positively moderates the organizational governance, responsible innovation and business sustainability of family-owned businesses in Saudi Arabia. The results guide regulators in regulation formulation related to the achievement of business sustainability through good governance and effective entrepreneurial culture. Government and regulatory authorities must therefore encourage family-owned businesses in their predominantly economic functions in society, while also engaging in sustainability-oriented policy making and programs.
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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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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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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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Patel, Arjun Dev, Nitin Gupta, and Rohit Anand Tiwari. "Assessing the Role of Board Composition and Ownership Structure in Enhancing Corporate Governance Effectiveness in Indian Family-Owned Enterprises." Journal of Research in Social Science and Humanities 3, no. 4 (April 2024): 12–17. http://dx.doi.org/10.56397/jrssh.2024.04.03.
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This paper explores the influence of board composition and ownership structure on the effectiveness of corporate governance in Indian family-owned enterprises. The research aims to uncover the unique dynamics that these factors play in governance practices and their subsequent impact on business success. Through a qualitative analysis, including comparative studies and case studies of prominent Indian family businesses, the study delves into various governance models and assesses their effectiveness. Key findings indicate that diverse and well-structured boards, coupled with clear ownership distributions, significantly enhance governance practices, leading to better strategic decisions and increased business sustainability. The paper concludes with actionable recommendations for Indian family-owned enterprises seeking to improve their governance frameworks. This study contributes to the broader understanding of corporate governance in emerging markets, offering insights that are valuable to both academics and practitioners in the field of business management.
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Kiwia, Rose H., Kenneth M. K. Bengesi, and Daniel W. Ndyetabula. "Influence of Successors’ Entrepreneurial Competencies on Performance in Family-Owned Small and Medium Enterprises in Arusha City, Tanzania." African Journal of Accounting and Social Science Studies 4, no. 1 (August 18, 2022): 220–43. http://dx.doi.org/10.4314/ajasss.v4i1.12.
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This paper examines attributes of successors’ entrepreneurial competencies such as risk-taking propensity, ability to exploit business opportunities, innovation and commitment in family businesses in Arusha City, Tanzania. A cross-sectional research design was employed using a quantitative survey approach, in which two hundred family business successors provided data for this paper. The data were analysed using the Hierarchical Regression Model to assess the influence of successors’ entrepreneurial competencies on the performance of family-owned SMEs. The findings indicate that successors’ risktaking propensity and the ability to exploit business opportunities influence the performance of family-owned SMEs. The paper concludes that familyowned SMEs managed by successors who can take calculated risks and are also able to exploit business opportunities are in a good position to realize better performance in terms of net profit. It is recommended that family business founders should build their successors’ entrepreneurial competencies.
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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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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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Bland, Dorothy M., George L. Daniels, and Gabriel B. Tait. "The Family Factor: Earl G. Graves Sr.’s Legacy as Publisher of Black Enterprise." Journal of Magazine Media 23, no. 1-2 (September 2022): 13–40. http://dx.doi.org/10.1353/jmm.2022.a902855.
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Abstract: While much has been written about Ebony , Essence , and other Black-oriented publications, little has been established on the Black family as depicted in the business-oriented publication Black Enterprise , which has been in operation for more than a half century. Tenets of sustainable family business theory are useful in understanding the ideas and innovations of Earl G. Graves Sr., who founded Black Enterprise magazine and transformed it into one of the nation’s top Black-owned and Black-operated media companies. This study focuses on twenty-eight of Graves’s Publisher’s Page columns printed between 1970 and 2015 that showcase the role of the Black family, particularly in the development of successful business enterprises.
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Sułkowski, Łukasz, Andrzej Woźniak, and Joanna Sułkowska. "Medical Family Businesses in Poland – Model and Managerial Challenges." Management 22, no. 1 (June 1, 2018): 163–75. http://dx.doi.org/10.2478/manment-2018-0012.
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Summary Medical Family Businesses in Poland - Model and Managerial Challenges There is a deficit of data in Poland about characteristics of family enterprises providing medical services. The medical sector in Poland faces a rapid development of family businesses and is diverse because it encompasses various size business entities that specialize in many possible aspects of the medical business. The article is about the characteristics of family enterprises providing medical services and extent to which they resemble family businesses, and to which they are derived from medical service activities. The article is of theoretical nature and its aim is to propose the model for the functioning of family-owned medical businesses, taking into account the impact of the type of activity and the family organization. The first part of the article is focuses on characteristics of family businesses, there is relatively little representative research analyzing the share of family enterprises in the Polish economy and describing their character. The second part of the article is the problem of ethos of medical professions in relation to business and economic logics of an organization. In the third of the article part there is a proposal for a model combining both aspects of the functioning of this type of economic entities.
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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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Yaakop, Siti Noor Kamariah, and Nooraini Othman. "Family Business Succession Plan for Bumiputera-Owned Small and Medium Enterprises: A Review." Sains Humanika 15, no. 3 (August 30, 2023): 63–71. http://dx.doi.org/10.11113/sh.v15n3.2053.
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Transgenerational entrepreneurship is defined as the creative and initiative-taking creation of self-sufficiency in a family-owned business that lasts generations. The process of passing on management and ownership of a family business to the next generation through inheritance is known as family business succession. A succession plan is crucial for ensuring the company's transition and continuity. The process of selecting a replacement in a small and medium enterprise (SME) is more difficult because the number of successor candidates is smaller than in a corporate firm. Therefore, the purpose of this study is to identify the challenges and factors that incumbents must consider when selecting a successor and implementing a succession plan. The study's findings indicate that internal conflicts between the leader's business and family, the leader's obsession with his leadership legacy, and the successor's level of willingness to accept responsibility are the main obstacles to implementing a succession plan. The succession planning process considers a variety of factors, including education, competencies, demographic factors, relationships with family members and incumbents, experience, integrity, birth order, and primogeniture.
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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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Franjic, Sinisa. "Family and Business are Important Parts in Every Family Enterprise." International Journal of Family Business and Management 3, no. 3 (September 17, 2019): 1–4. http://dx.doi.org/10.15226/2577-7815/3/3/00136.
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An important part of any economy is family-owned enterprises, especially in developed countries, which have a long tradition of entrepreneurship and private ownership. A family business is a combination of two different terms - family and business. On the one hand, a family is a group of people in which a person is born, grows up, who also cares for and protects him until the moment he creates his own family, in which the same cycle repeats itself over and over again. The enterprise, on the other hand, is also a group of people, but it is bound by the interest of pursuing a profit-making activity that ensures the employees’ daily existence, and the owners of these companies achieve their ultimate goal, which is to maximize personal wealth. The aim of this paper is focusing the attention of future entrepreneurs on some of the most important components of any successful family business. Key words: Family; Business; Leadership; Entrepreneurship; Economy
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Marcus, Belinda Ihuoma, and Ekperi Paul Madukwe. "Familypreneurship in Nigeria: Navigating the Hurdles and Horizons of Building Family Owned Businesses." International Journal of Research and Scientific Innovation X, no. IX (2023): 323–34. http://dx.doi.org/10.51244/ijrsi.2023.10930.
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This study investigates the challenges and opportunities associated with establishing family-owned businesses in Nigeria. The research encompasses 50 proprietors of family-owned enterprises in Rivers State, Nigeria. Employing a systematic sampling method, data collection was conducted through questionnaires and interviews. The study’s hypotheses were assessed using Chi-square (x2) test statistics at a 0.05 significance level. Findings indicate that family-owned businesses constitute profitable ventures that significantly contribute to Nigeria’s economic growth and development. The study underscores their substantial positive impact on the country’s GDP. Moreover, it identifies a notably high level of employee performance and productivity within family-owned businesses. Critical challenges faced by family-owned businesses are highlighted, encompassing poor management, insufficient capital, inadequate personnel management, family interference, and inadequate succession planning. Performance and productivity were gauged using output level, goal achievement, employee performance, and satisfaction. The research unveils that while capital availability and strong family ties are pivotal for survival, they aren’t the sole determinants of success. Crucial factors such as purposeful planning, effective management of resources, dedicated employees, and recognition of central leadership, trust, honesty, and commitment are indispensable for success. Given the significant role of family-owned businesses in propelling economic growth in Nigeria, the study provides recommendations. It suggests that governments should incentivize these businesses by offering tax relief, facilitating loan access, and providing essential infrastructure. Simultaneously, family-owned businesses are advised to adhere to ethical business practices, establish robust succession plans, and invest in training and staff development.
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AlEnzi, Abrar, Nour AlBuloushi, Faisal Alreshaid, Randa Randa Diab-Bahman, Ardita Malaj, and Ahmad R. Alsaber. "Family-Owned Small and Medium-Sized Businesses in Kuwait: A Pilot Study on Succession Dynamics." Academic Journal of Interdisciplinary Studies 13, no. 4 (July 5, 2024): 682. http://dx.doi.org/10.36941/ajis-2024-0146.
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This research paper investigates the dynamics of SME family-owned businesses within the Kuwaiti context and explores their impact on succession and continuity. With limited localized research in this area, this study aims to fill this gap by analyzing the influence of family dynamics, social norms, and emotional ownership on the sustainable development of family businesses in Kuwait. By employing a quantitative approach, a pilot investigation was conducted to gather data on various SME family-owned enterprises. Pilot research was conducted with 41 participants from various family-owned businesses in Kuwait to assess the validity and reliability of the measurement tools. The research findings offer a comprehensive insight into the operations and dynamics of family-owned enterprises in Kuwait. The descriptive analysis uncovered important demographic patterns among participants, indicating an equal distribution of genders and a notable presence of adults aged 21 to 35. This indicates the presence of a youthful and energetic group of employees engaged in family-owned businesses. A reliability analysis was conducted to ensure the dependability of the measuring instruments employed in the investigation. The results, as determined by Cronbach's alpha coefficients, demonstrated satisfactory reliability for most variables. The study employed a linear analysis using ANOVA to examine potential variations in family business dynamics based on gender and generation. Surprisingly, the results showed that there were no significant statistical variations between genders or generations when it came to emotional ownership, succession characteristics, and family membership. By examining the impact of family dynamics, social norms, and emotional ownership, this study contributes to the development of effective strategies for succession planning the growth and continuity of family businesses in Kuwait. Received: 7 April 2024 / Accepted: 2 July 2024 / Published: 5 July 2024
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Hadryś, Alicja, and Manuela Weller. "Women Successors in Family-Owned Businesses in Poland." Annales Universitatis Mariae Curie-Skłodowska, sectio H – Oeconomia 57, no. 4 (December 23, 2023): 63–84. http://dx.doi.org/10.17951/h.2023.57.4.63-84.
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Theoretical background: The family enterprises are regarded as the backbone of every economy. In Poland, it is estimated that more than 60% of small and medium-sized enterprises are family businesses. Taking into account the particularities of the Polish economy in connection with the period of political transformation after 1989, the majority of family firms are in the hands of the founding families respectively the first generation. The question of the succession process is of great importance for all family companies, but especially for Polish family businesses, since in the former communist system no private property could be passed on to future generations. The Polish entrepreneurial families therefore do not have enough practical succession experience. Moreover, the Polish society is still characterized by a conservative world view or female view, which means that the majority of entrepreneurs choose the eldest son as their potential successor. Purpose of the article: The aim of the study is to present the history of daughters successors in Polish family businesses in institutional context of transforming economy. The research follows the qualitative paradigm to find context sensitive data on female successors in family businesses in Poland. Research methods: The research was designed and conducted according to the qualitative paradigm as this is the best way to understand the social realities of the actors involved. The research material was collected through semi-structured interviews with three daughters-successors in Polish family firms. The authors conducted with each female successor two interviews – a total of six interviews. The interviews last on average 1.5 hours. The longest last 2.5 hours. The interviews took place at the companies’ headquarters. The interviewed persons were women from family-owned businesses. Main findings: Taking into account the data collected, it can be assumed that the education of the next generation in the entrepreneurial families has a direct influence on the probability of a takeover. The study indirectly showed that society’s attitude towards working women in Poland has changed. This survey can make an important contribution to the understanding of the dynamics that prevail in Polish family-run companies. These findings can in turn help to develop recommendations or guidelines for those business in the succession process.
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Ouzaka, Brahim, Mohamed El Gouch, Said Ouhadi, and Abdillah Kadouri. "Theoretical Exploration of the Organizational Resilience Factors of the Family-Owned SMEs during the COVID-19 Crisis." Cross Current International Journal of Economics, Management and Media Studies 4, no. 4 (July 20, 2022): 57–63. http://dx.doi.org/10.36344/ccijemms.2022.v04i04.003.
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In a volatile and changing context shaped by the succession of economic, social and health crises, etc., the resilience of organizations and companies is a key issue for managers and decision-makers. The family business (FB) is the most dominant form of entrepreneurial activity in economies over the world. They represent 60 to 90% of all businesses worldwide, taking many forms such as: Very Small Enterprises (VSE), Small Enterprises (SE), medium-sized enterprises (SMEs), and Large Enterprises. The main objective of our study is to explore theoretically the phenomenon of organizational resilience of FBs especially in this context of Covid-19 crisis. To this end, our research question is formulated as follows: To what extent the family firms are resilient during the Covid-19 crisis? The adoption of dynamic capabilities theory and the analysis of a rich and diverse literature review allow us to explore the antecedents of organizational resilience in the FB context. Therefore, this theoretical exploration reveals; agility, strategic behavior, and internal resources and organizational capabilities as antecedents of the family businesses resilience.
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Tam, Truong Thi, and Nguyen Duc Huu. "Characteristics of Present Women-Owned Family Businesses in Vietnam: Present Condition and Policy Ideas." Revista de Gestão Social e Ambiental 18, no. 6 (March 27, 2024): e05749. http://dx.doi.org/10.24857/rgsa.v18n6-032.
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Purpose: The purpose of this essay is to study the business model and nature of women-owned firms in Vietnam today.
Methodology:This article explores the characteristics of women-owned household businesses using secondary documentary data. The paper is based on a feminist approach to the Cedaw convention, to which Vietnam is a party. Equality rights, including gender equality, are entitled to access and assess the business activity of Vietnamese firms owned by women and legal representatives.
Results: The essay discusses the current condition, possibilities, and challenges for female entrepreneurs in Vietnam. Feminist advances have not been able to close the stigma and reservations about women's mastery in society, especially business.
Meaning/Value: The article claims that women's social position is improving, that they are truly emancipated, and that their work potential is being promoted. In addition to perks and possibilities, female workers frequently confront challenges and impediments, particularly in the fields of labor and employment. The article suggests various techniques for women to develop more substantial and sustainable enterprises.
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PANG, SHIR NIE, WAI WAH WONG, NADISAH ZAKARIA, and AINUL ZARINEY AZIZ. "FAMILY BUSINESS SUCCESSION: THE CASE IN MALAYSIA." Quantum Journal of Social Sciences and Humanities 4, no. 6 (December 12, 2023): 69–83. http://dx.doi.org/10.55197/qjssh.v4i6.306.
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This study examines the key factors that determine the key success factors for Malaysian family businesses from various perspectives, including the nature of family, business, and successor. As family businesses are the primary context of the study, the 125 respondents are consisting of business owners, successors, or potential successors of family-owned small and medium-sized enterprises (SMEs). All respondents are in any state of West and East Malaysia that have been incorporated for more than 10 years. Multiple regressions, ANOVA, and descriptive statistics are used to analyse the data in this study. The results indicate that the management succession of Malaysian family firms is significantly impacted by successor-related factors and the efficiency of the succession process. Family and business-related elements were found to have a negligible impact on the management succession of the family business since these characteristics are directly influenced by a successor's motivation to take over or engage in the family firm. The findings assist the family business owner in succession planning, communication, governance, and decision-making including financial transparency.
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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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Nsengimana, Simon, and Visvanathan Naicker. "The influence of the motivation theory on women startup enterprises in Kigali." EUREKA: Social and Humanities, no. 1 (January 28, 2022): 3–15. http://dx.doi.org/10.21303/2504-5571.2022.002253.
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Achievement motivation refers to the attainment of business goals. An entrepreneur can receive a reward from the achievement motivation in terms of intrinsic or extrinsic rewards. However, due to cultural norms, stereotyping, and patriarchy, Rwandan women face difficulties when starting a business. Some women broke the glass ceiling and launched their businesses amidst many challenges.
A quantitative method guided this study. The survey collected 409 questionnaires from purposively selected women-owned SMEs in Kigali.
The findings indicate the challenges they faced, such as HIV/AIDS, a lack of entrepreneurship skills, and market opportunities. Despite the challenges they faced, their businesses performed well, which supported the theory of ‘achieve motivation’. This resulted in rewards, such as respect among family members, the community, and an improvement in their lifestyle, which is critical in Kigali.
This study provides novelty in discovering women’s SME achievements in Kigali based on motivation theories.
The findings of this study provide a directive to policymakers to improve women-owned businesses under patriarchal environments in Kigali.
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Avianti, Widiya, Azhar Affandi, and Horas Djulius. "ENTREPRENEURIAL CHARACTER DEVELOPMENT STRATEGY FOR PRODUCTIVE AGE HOUSEWIVES." International Journal of Business, Law, and Education 4, no. 2 (September 7, 2023): 782–90. http://dx.doi.org/10.56442/ijble.v4i2.246.
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The creative economy industry can develop and progress with support from the Creative Economy Agency owned by the Government of Indonesia. The role of a woman is to take care of the family and manage household activities. When a woman owns or manages a business enterprise, the majority of locals seem to question her ability to strike a balance between work and family responsibilities. The significant function of micro, medium and small enterprises in Indonesia is owned and managed by women entrepreneurs. Respondents of productive age housewives in the DIY Upload community to illustrate and produce Human Resource Development Strategies for the formation of a strong Entrepreneurial Character in productive age housewives. The Strategy of Cooperation with External Parties and the Strategy for Increasing Management and Business Knowledge are strategies needed to improve weaknesses and seize opportunities for the formation of a Resilient Entrepreneurial Character.
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S.O., Oluwatukesi, L. A. Balogun, Oluwatukesi T.E., and Jaiyesimi B.G. "Entrepreneurial Orientation and Customer Satisfaction of Family-owned Business in Lagos State, Nigeria." British Journal of Management and Marketing Studies 6, no. 4 (December 28, 2023): 79–97. http://dx.doi.org/10.52589/bjmms-kpd4snea.
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This study investigates the effects of entrepreneurial orientation on customer satisfaction of family-owned businesses in Lagos State, Nigeria. The study adopted a cross-sectional survey design and computed a sample size of three hundred and sixty-eight (368) from The Nigerian Association of Small and Medium Enterprises NASME database of registered family businesses of eight thousand three hundred and ninety-six registered family-owned businesses in Lagos State using the Cochran sample size formula. The senior staff and owners of family-owned businesses in Lagos State were purposively selected to fill out the structured questionnaires of the study. The questionnaires were adapted from previous studies and validated via a pilot study conducted in the Oluyole industrial area of Ibadan southwest, Oyo State, Nigeria. The study adopted SPSS version 25 for the descriptive statistics and SmartPLS version 4.0 for the inferential statistics to analyse the data. The study's findings revealed that entrepreneurial orientation influences 31.6% of customer satisfaction, while the remaining 68.4% can be explained by the other exogenous variables different from customer satisfaction. The study concludes that entrepreneurial orientation positively influences the customer satisfaction of family-owned businesses in Lagos State, Nigeria.
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Halasi, Dániel, Pavol Schwarcz, Ladislav Mura, and Oľga Roháčiková. "The impact of eu support resources on business success of family-owned businesses." Potravinarstvo Slovak Journal of Food Sciences 13, no. 1 (November 28, 2019): 846–53. http://dx.doi.org/10.5219/1167.
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Nowadays, we live in an accelerated, complex, globalized world, where expectations are high for everyone. The child of today has to train a lot to be successful. The enlargement of the European Union and the expansion of the Schengen zone opened gates to society and economy that were not dreamed before by the countries of Central and Easter Europe. Many businesses were able to develop and grow, and they could achieve the goals they set until the end of the ´90s. The situation has changed since the turn of the millennium. The global markets, the easily accessible products and services, the convenience of the World Wide Web, the growing competition, the multinational companies and foreign chains, the high consumer expectations and the requirements and standards of EU have resulted the end of many businesses. The aim of the paper was to evaluate the impact of European Union support funds on the business of family enterprises in the southern districts of the Slovak Republic. The research material was obtained from primary sources. Data were subject of deeper analysis by statistical methods. Subsequently hypotheses were formulated and verified by use quantitative methods. According to results, in a group of businesses not supported by EU programs more than half of the respondents could not develop in the last 3 years, they had negative results. It can be stated that if external support and consultancy are present in family business life, the younger generation will find the family business more dynamic, innovative and attractive and therefore they will continue to run the family business.
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Kocianova, Anna, Jarmila Schmidtova, Maria Moresova, and Miroslava Melichova. "Barriers and specifics preventing the global development of Slovak family enterprises in wood-working and furniture industry." SHS Web of Conferences 129 (2021): 09009. http://dx.doi.org/10.1051/shsconf/202112909009.
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Research background: The worldwide importance of family business is evidenced by its more than seventy percent share in all enterprises. A survey in the field of family business in wood-working and furniture industry in Slovakia has not been carried out yet. The situation is not helped by the fact that the family business is not legally defined in the conditions of Slovak Republic. Purpose of the article: The presented contribution tries to eliminate these shortcomings. Its goal is to map the situation of family wood-working and furniture enterprises in Slovakia as a hitherto unexplored segment to capture a view of their current position together with the main internal and external determinants hindering their development in practice and to approach the potential areas of future development of the businesses in question from their point of view. Methods: The research method of the questionnaire survey was chosen. Findings & Value added: Based on the results of the survey, it can be stated that more than half of enterprises in wood-processing and furniture industry are family-owned and their main determinants of development can be considered lack of skilled labor and increasing intensity of competition with specific problems arising from the nature of family business which is underestimation of the issue of succession. The vision of the future development of these family businesses is to take advantage of the growing demand for organic products which they have at disposal.
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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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Ma, Yanming, and Wufei Xu. ""Cooperative husband and wife" and family business performance—Empirical research based on listed companies from 2012 to 2019." Advances in Economics and Management Research 1, no. 2 (September 20, 2022): 25. http://dx.doi.org/10.56028/aemr.1.2.25.
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Based on 2096 sample data of family-owned listed companies in my country from 2012 to 2019, this paper empirically analyzes the influence of characteristics such as the collaborative governance and political connection of husband and wife leaders on corporate performance. The study found that: The collaborative governance characteristics of husband and wife leaders significantly promote the performance of family listed companies, that is, husband and wife collaborative governance can improve corporate performance; in such family listed companies, the political connection of husband and wife leaders is conducive to promoting family business performance growth. The empirical results expand the research on family business performance, especially from the perspective of husband and wife controllers to verify that the characteristics of husband and wife are an important factor in promoting the growth of enterprise performance, indicating that the effective cooperation between male and female entrepreneurs and a good political background are conducive to the effective operation and sustainability of enterprises. How private enterprises break through the predicament and achieve sustainable and stable development has an important enlightening role.
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Ma, Yanming, and Wufei Xu. ""Cooperative husband and wife" and family business performance—Empirical research based on listed companies from 2012 to 2019." Advances in Economics and Management Research 2, no. 1 (September 20, 2022): 25. http://dx.doi.org/10.56028/aemr.2.1.25.
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Based on 2096 sample data of family-owned listed companies in my country from 2012 to 2019, this paper empirically analyzes the influence of characteristics such as the collaborative governance and political connection of husband and wife leaders on corporate performance. The study found that: The collaborative governance characteristics of husband and wife leaders significantly promote the performance of family listed companies, that is, husband and wife collaborative governance can improve corporate performance; in such family listed companies, the political connection of husband and wife leaders is conducive to promoting family business performance growth. The empirical results expand the research on family business performance, especially from the perspective of husband and wife controllers to verify that the characteristics of husband and wife are an important factor in promoting the growth of enterprise performance, indicating that the effective cooperation between male and female entrepreneurs and a good political background are conducive to the effective operation and sustainability of enterprises. How private enterprises break through the predicament and achieve sustainable and stable development has an important enlightening role.
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de la Cruz Vicente, Omar, Verónica López Castro, Leovardo Mata Mata, and Fernando Tomé Bermejo. "BFE Model—Business, Family and Environment—As Subsystems of the Family-Owned Business in Mexico City Metropolitan Area." Resources 8, no. 2 (May 16, 2019): 96. http://dx.doi.org/10.3390/resources8020096.
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This work proposes a model starting from the Three-Circle Model, based on the reality of the small and medium-sized family business sector in the Mexico City Metropolitan Area. The present paper proposes a new model that was built based on the Three Circle Model, but it is based on the reality of the Small and Medium Mexican family business sector. The model does not include the Ownership Subsystem, but it includes the Environment Subsystem, a subsystem that has a vital influence on the life and performance of an organization of that size. These three subsystems intersect in common elements such as culture, economy or company vision, triggering the success or failure of the company itself. The methodology used was a mixed methodology, with both qualitative and quantitative elements. First, the Delphi method was used on a scale that was applied to 25 owners of Small and Medium Enterprises and then, to make an additional confirmation, hypothesis testing, factorial analysis and the technique of structural equations were used. It was seen that the ownership subsystem has a lower weight than the business, environment and family subsystems, is the least relevant.
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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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Šmardová, Ľudmila, and Ľuboš Elexa. "The Main Burdens of Doing Business Perceived by Family-Owned Hospitality Enterprises in Slovakia." Journal of Entrepreneurship, Management and Innovation 9, no. 1 (2013): 97–118. http://dx.doi.org/10.7341/2013916.
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Vasilić, Nikola, Sanja Popović-Pantić, and Dušica Semenčenko. "Women Entrepreneurship in the Time of COVID-19 Pandemic." JWEE, no. 3-4 (December 28, 2020): 23–40. http://dx.doi.org/10.28934/jwee20.34.pp23-40.
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The crisis caused by the COVID-19 pandemic in 2020 had a great impact on the business activities of the women entrepreneurs. Pandemic protection measures taken to reduce health risks as well as the introduction of restrictive measures have influenced the changes in the scope, manner and organization of business in most small and medium enterprises, including those (co) owned and managed by women. Considering that the previous researches showed that women bore the greatest burden of this crisis, the aim of the study was to gain insight into the effects of the pandemic on women's businesses as well as balancing between business and family responsibilities of women entrepreneurs in the changed circumstances. The research was conducted through an online survey on a sample of 93 respondents. The results showed that 76% of women-owned companies were negatively affected by the COVID-19 pandemic and that women replaced the lack of hours spent at work with work at home and care of family members.
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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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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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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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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.