Journal articles: 'Non-family business'

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Maharani, Anita, Laurencia Bernadette Yokung, Ervan Ignasius, and Nixon Suwargo. "INTERRELATIONSHIPS BETWEEN NON-FAMILY BUSINESS MEMBERS, NEPOTISM AND PRIDE IN FAMILY BUSINESS SUCCESSION." Emerging Markets : Business and Management Studies Journal 8, no. 1 (June 17, 2021): 41–55. http://dx.doi.org/10.33555/embm.v8i1.168.

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The purpose of this study is to raise issues related to the succession of family-owned businesses, influenced by the involvement of members outside the family business and have something to do with nepotism and self-esteem. Conceptually, there is a relationship between members outside the family business, nepotism, and self-esteem in the family business. When there is professional involvement, the effect is positive on the family business's succession. When there is a practice of nepotism, this will harm the family business. And finally, regarding self-esteem, which will have a positive influence on the family business. This research's approach is quantitative, by looking at how much impact the independent variable has on the dependent where the sample of this study is 128 respondents. The results of this study indicate that professional existence does not affect the success of the family business. Simultaneously, nepotism will harm the family business, and then self-esteem will affect the family business's succession.

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KRAŚNICKA, Teresa. "Innovation of Polish family and non-family businesses." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 150 (2021): 81–98. http://dx.doi.org/10.29119/1641-3466.2021.150.7.

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Purpose: The study aimed to identify differences in the level of innovation of the two types of firms – family (FB) and non-family (NFB) – and understand how the expectations of the management and/or business owners vary regarding the impact of innovations on business performance. Design/methodology/approach: Research questions were formulated based on the review of the findings of the surveys that compared innovation in family and non-family firms worldwide. Then, empirical research was conducted in 334 family and non-family firms in Poland. Findings: The findings do not confirm significant differences in the level of product innovation between FB and NFB. On the other hand, they point to a higher level of innovation measured with the number of process innovations in NFB. Research shows that firms rate the degree to which the expectations of innovation effects were fulfilled relatively low in both types of firms. Research limitations/implications: The applied measurement of the level of innovation according to the number of implemented innovations does not take into account their qualitative aspect, whether they are radical or incremental. The survey (questionnaire and interview) was based solely on the number of innovations declared as implemented by the respondents. Practical implications: The survey findings should inspire managers of family and non-family firms to analyze both the expected effects of the implementation of a particular type of innovation and to assess its actual outcomes. Social implications: Studies show that FB are not less innovative when it comes to implementing new or modified products and services. This contradicts both the opinions and some research results about the conservatism of FB or their stronger orientation towards family goals at the expense of a firm’s growth. Originality/value: This comparative study on FB and NFB innovation fills a gap in the area where knowledge concerning this issue is still scarce in Poland

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YAZICI, Ömer, Douglas MCWILLIAMS, and Seydahmet ERCAN. "CSR COMPARISON BETWEEN FAMILY BUSINESSES AND NON-FAMILY BUSINESS." Business & Management Studies: An International Journal 6, no. 1 (April 25, 2018): 256–80. http://dx.doi.org/10.15295/bmij.v6i1.231.

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This paper is designed to explore whether family businesses outperform nonfamily businesses regarding Corporate Social Responsibility (CSR) performance. Upon comparing the CSR performances of 64 top family businesses in the US with CSR performances of the top nonfamily businesses in the US; the results have showed that nonfamily businesses outperform family businesses on CSR. Analysis of four out of five categories of CSR performance resulted in favor of nonfamily businesses and no statistical difference was found in one category. Hence, results show that family businesses are reluctant to corporate social responsibility concern. The result of this study may suggest that family businesses are self-interested; however, some research literature may advise otherwise. Strong agency problems and having family influence in the top management team composition may be shown as the main reason behind this phenomenon. Also results show that among the family businesses, increased family member presence in the top management has a positive effect on CSR performance. For further analysis and future studies, recommendations are made in the conclusion section.

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STEINEROWSKA-STREB, Izabela. "Internationalization of Polish enterprises. A comparative analysis of family and non-family businesses." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 150 (2021): 255–66. http://dx.doi.org/10.29119/1641-3466.2021.150.19.

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Purpose: The study aimed to determine whether family businesses in Poland are as involved in international activity as non-family businesses. Moreover, the intention was to identify differences in the forms of foreign expansion employed by family and non-family firms. Design/methodology/approach: The objectives were pursued based on primary research conducted in 188 family firms and 223 non-family firms operating on the Polish market. Findings: The analysis of the results indicates that family firms conduct business activity outside the domestic market significantly less frequently than non-family firms. The most common form of internationalization chosen by Polish family firms is export and import. Generally, these firms are not interested in joint ventures with foreign partners. Compared to non-family firms, Polish family firms establish divisions abroad significantly less frequently. However, they engage in non-equity cooperation more often than non-family firms. Practical implications: Knowledge about the involvement of family and non-family firms in international activity and their preferred forms of internationalization can be used by business environment institutions. Originality/value: The study results enrich the knowledge on the activity of Polish family firms on foreign markets as compared to similar activity of non-family businesses

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Farrington, Shelley, Elmarie Venter, and Christo Boshoff. "The influence of family and non-family stakeholders on Family Business success." Southern African Journal of Entrepreneurship and Small Business Management 3, no. 1 (December 31, 2010): 32. http://dx.doi.org/10.4102/sajesbm.v3i1.21.

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The greatest threats to the growth, success and survival of a family business are primarily issues related to family relationships. The involvement of non-family members has also shown to present many threats as well as opportunities for the family business. Because of the increasing number of sibling teams among family businesses this article focuses on the impact of family and non-family members’ involvement on the success of sibling-owned family businesses. Key stakeholders identified as influencing a Sibling Partnership are parents, non-active sibling shareholders, spouses, and non-family members. The primary objectives of this article are thus to evaluate the impact of the stakeholders identified on the success of a Sibling Partnership, by subjecting these relationships to empirical testing, and making recommendations to successfully manage relationships in family businesses. A structured questionnaire was made available to 1 323 sibling partner respondents. The respondents were identified by means of a convenience snowball sampling technique, and the data collected from 371 usable questionnaires was subjected to various statistical analyses. The empirical findings of this study show that both past and present Parental involvement, as well as the involvement of other family members and Non-family employees in the sibling-owned family businesses, significantly impact on its success.Keywords and phrases: Family business, Sibling Partnership, family team, family relationships, spouses, non-active shareholders, stakeholders

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Mikušová, Marie, Václav Friedrich, and Petra Horváthová. "Who is More Sustainable? Family Business or Non-Family Business? Czech Evidence." Sustainability 12, no. 14 (July 9, 2020): 5540. http://dx.doi.org/10.3390/su12145540.

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The aim of this research was to find out whether family businesses create better opportunities for their economic sustainability in comparison with non-family businesses. That is, whether family businesses are more responsible in preparing for crises than non-family businesses. Having a sustainable business means being prepared for potential threats of all kinds. Research was carried out in 2019 on a sample of 2300 family and non-family enterprises. On the basis of statistically processed results, a minimum of significant differences in preparation for the crisis was identified. Even the basic hypothesis about a more responsible approach by family businesses to prepare for the crisis could not be accepted. It could not be noted that family businesses are building better conditions for their economic sustainability. The implication for praxis is to encourage owners to involve the family more in the preparation for crises, including development of formalised tools. Predetermined tools will help in solving crises that threaten the source of livelihoods of the whole family. The comparison of family and non-family businesses in this area, as yet unexplored, has the potential to contribute to the deepening of research in both crisis management and family business, which is the main contribution to the theoretical field.

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Abd Aziz, Nurul Ashykin, and Mohd Hizam Hanafiah. "Comparison Study Between Family Business Franchisee and Non-Family Business Franchisee." Journal of Contemporary Issues and Thought 10 (March 19, 2020): 17–26. http://dx.doi.org/10.37134/jcit.vol10.2.2020.

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Sultan, Suhail, André de Waal, and Robert Goedegebuure. "Analyzing organizational performance of family and non-family businesses using the HPO framework." Journal of Family Business Management 7, no. 3 (October 9, 2017): 242–55. http://dx.doi.org/10.1108/jfbm-07-2017-0021.

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Purpose Many businesses in the world are family-owned. A family-owned business differs from other types of businesses in several ways, because it is composed of both a family and a business. A recurring question in management research has been: which type of business performs better, the family-owned or the non-family owned? An alternative question which in this respect can also be asked, in the light of the high-performance organization (HPO) theory which has become popular these past years, is: which type of business is more likely to become and stay high performing, the family-owned or the non-family owned? To try to answer these questions, many studies have been done in which the performance of family firms was compared with firms that have no family ties, but these studies gave mixed results and conflicting opinions. The paper aims to discuss these issues. Design/methodology/approach It seems evident that a new research approach is needed. A way forward is to use the HPO concept which looks at the factors important for an organization to become an HPO. Thus, the research question which this study attempts to answer is: are there differences in performance between family and non-family businesses, and if so, can these be traced back to differences in the way these businesses deal with the factors of high performance? The research used the HPO questionnaire and interviews to collect data at Palestine family and non-family owned businesses. Findings The research shows that Palestine non-family businesses significantly outperform family-owned businesses. Family businesses thus seem “a living paradox.” Balancing family interest and business interest often requires a compromise between family and business goals. It seems that Palestinian family businesses focus more on family interest by putting the goal of survival and “keeping the business in the family” above (short-term) financial goals. Family businesses might also feel more that the company’s money is the family money, and as a result their investment and expenses strategies are more conservative thus missing possible economic investment opportunities. Research limitations/implications The study results add to the current debate in the literature about which type of business performs better, and at the same time they add knowledge because if there are differences these might be explained by the factors of high performance. In this vein, the study results also contribute to the literature on high performance, as the HPO framework has not been used before for this type of comparative research. Originality/value The study results have practical value because they yield knowledge about the ways to organize a business so it can achieve high organizational results which is of great value to managers attempting to make their organizations perform better.

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NIEHM, LINDA S., NANCY J. MILLER, MACK C. SHELLEY, and MARGARET A. FITZGERALD. "SMALL FAMILY BUSINESS SURVIVAL: STRATEGIES FOR COPING WITH OVERLAPPING FAMILY AND BUSINESS DEMANDS." Journal of Developmental Entrepreneurship 14, no. 03 (September 2009): 209–32. http://dx.doi.org/10.1142/s1084946709001314.

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This study identified 14 adjustment strategies employed by household and business managers to cope with overlapping work and family demands using data from 1997 and 2000 versions of the National Family Business Survey (NFBS). Significant differences were found between surviving small family firms by managerial role (single or dual) regarding gross income, gender, number of children under age 18, community size and trade sector. Both surviving and non-surviving enterprises tended to bring household work to the business field when times were hectic and demanding, and took care of family responsibilities while at the business. However, in non-surviving businesses, business managers reported a greater tendency to bring work home, demonstrating that work entered the family field more frequently than in surviving businesses. Managers of surviving businesses were more likely to make financial adjustments by hiring temporary help for the business or home, and less likely to ask others to help in the business without pay. Significant differences were also noted regarding the use of non-financial adjustments; managers of surviving family businesses were able to shift away from business work to spend time on family aspects, and to spend less time sleeping to help the business.

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FAHED-SREIH, JOSIANE, and ABDUL-NASSER EL-KASSAR. "STRATEGIC PLANNING, PERFORMANCE AND INNOVATIVE CAPABILITIES OF NON-FAMILY MEMBERS IN FAMILY BUSINESSES." International Journal of Innovation Management 21, no. 07 (September 19, 2017): 1750052. http://dx.doi.org/10.1142/s1363919617500529.

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Drawing upon the resource-based view and agency theories of family businesses, this study examines the role of strategic planning in developing non-family members’ innovative capabilities and the effect of strategic planning on family businesses’ performance mediated by those capabilities. It was found that strategic planning positively affects the business’ performance, it helps non-family members develop their innovative capabilities which have a positive effect on the performance of the business mediating the relationship between strategic planning and performance. A survey was distributed to Lebanese family businesses for data collection. This study contributes to theory and practice; it suggests more fields of studies and helps family firms’ owners in improving the business’ performance.

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Esparza Aguilar, José Luis. "Corporate social responsibility practices developed by Mexican family and non-family businesses." Journal of Family Business Management 9, no. 1 (March 14, 2019): 40–53. http://dx.doi.org/10.1108/jfbm-05-2018-0016.

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Purpose The purpose of this paper is to identify the CSR practices developed by Mexican family and non-family MSMEs. The study also aims to compare the CSR practices carried out by family and non-family businesses in a country with an emergent economy. Design/methodology/approach The paper opted for an exploratory study using a sample of 384 businesses was selected in the southern state of Quintana Roo, Mexico, distributed in 245 family and 139 non-family businesses and a questionnaire was applied directly to the managers/owners. Findings The results show that family MSMEs develop CSR practices to a higher extent than non-family ones, mainly on environment and societal dimensions. In addition, CSR practices in family-owned enterprises develop to a higher extent when the manager/owner has more years of experience in the business, has a higher university education and the size of the business is larger. Research limitations/implications The study was developed exclusively with a MSMEs sample with a scope only on the southern part of Quintana Roo, Mexico; the shortage of business databases and the stratification of businesses based exclusively on the number of employees. This work presents information that contributes to the state of the art, broadening the existing literature related to CSR in businesses of a country with an emergent economy and an environment where the tourism and commercial sectors predominate. Practical implications This paper provides information to government institutions for the establishment of public policies targeted for an increase of CSR activities by businesses in the area. Manager and/or owners can understand the importance of implementing CSR activities within the business as a competitive strategy. It is also important for universities, professors/researchers and for all interested parties. Originality/value This paper provides theoretical and empirical evidence about CSR practices carried out among family and non-family MSMEs in an emergent economy.

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Gonzales-Bustos, Juan Pablo, Ana Beatriz Hernández-Lara, and Xiaoni Li. "Board composition in family and non-family innovative businesses." Corporate Ownership and Control 15 (2017): 459–66. http://dx.doi.org/10.22495/cocv15i1c2p14.

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This paper aims to contribute to the literature on corporate governance and innovation, providing empirical evidence with respect to the evolution of board composition and innovation over time, comparing between family and non-family businesses. Data were collected from 86 Spanish companies belonging to innovative sectors during the period 2003 to 2014. The results show a significant difference between family and non-family firms in terms of their board composition, indicating bigger boards and a higher proportion of independent directors in the case of non-family businesses. With regards to external directors, the results also show that their proportion has been increasing in the last years especially in family companies, reaching similar levels to non-family ones. Finally, in terms of gender, its diversity has been also increasing in both types of companies, but more in family businesses, equalling or even overcoming gender diversity in non-family businesses. Non-significant differences were detected in the composition of the boards over time, with the only exception of gender diversity, which shows a significant growth. This descriptive study contributes to the inconclusive research on how is the composition and structure of the board in innovative companies, highlighting the differences between family and non-family business.

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Maldonado-Guzman, Gonzalo, Sandra Yesenia Pinzón-Castro, and Dolly Anabel Ortiz-Lazcano. "Brand Equity and Business Performance in Family and Non-Family Mexican Small Business." International Journal of Business and Management 13, no. 10 (September 10, 2018): 182. http://dx.doi.org/10.5539/ijbm.v13n10p182.

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Brand equity is a topic that has been analyzed and discussed recently by scholars and researchers in the field of marketing. It is also considered as one of the most successful business strategies which allows enterprises, especially small ones, not only to survive in a highly globalized and competitive market bust also to attain a significant increase in their level of business performance. Moreover, the equity of the brand has commonly been studied from the perspective of big enterprises so there are few investigations focused in the analysis of these variables in small companies. This is why the objective of this empirical research is the analysis and discussion of the effects of equity of brand in business performance in small enterprises from a country with an emerging economy, as it is the case of Mexico. The results obtained show that equity brand in products and services of small enterprises have a positive, significant effect in the level of business performance.

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Kirmanen, Antti, and Juha Kansikas. "Small family business performance: comparison between family and non-family enterprises." International Journal of Entrepreneurial Venturing 2, no. 3/4 (2010): 291. http://dx.doi.org/10.1504/ijev.2010.037114.

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Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.646.

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The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.

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Hoopes, James. "The Business Family as the Business Model of Our Time." International Journal of Family Business Practices 1, no. 1 (June 30, 2018): 60. http://dx.doi.org/10.33021/ijfbp.v1i1.667.

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The information technology has reduced the cost of business transactions large managerial corporations are giving way to small family business firms. It is good change because family businesses could not only aim to sustain the family economically but also could aim nurturing children. The role of ethics in family business is has not been studied systematically. This paper has argued that family firms are more socially responsible that non-family firms because family firms are breeding ground for core family values. This paper also argues that business literature should lay emphasis on virtues and character based business in place of value and culture based business. To manage for organizational virtue and character is to treat ethics as an end in itself. To manage by values and characters is to treat ethics as means for some ulterior motive. If employees are told that they should be honest because it pays then profit may trump in case of a conflict. The combination of family virtues and business can make the family busines as moral model or moral leadership for all types of business in this era of high demands for accountability.

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Ntoung, Lious Agbor Tabot, Helena Maria Santos de Oliveira, Benjamim Manuel Ferreira de Sousa, Liliana Marques Pimentel, and Susana Adelina Moreira Carvalho Bastos. "Are Family Firms Financially Healthier Than Non-Family Firm?" Journal of Risk and Financial Management 13, no. 1 (December 29, 2019): 5. http://dx.doi.org/10.3390/jrfm13010005.

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This study examines the whether or not family firms are financially healthier than non-family in terms of capital structure and leverage. It therefore takes into consideration the existence of any significant differences between the leverage and risk choices of family and non-family firms. Using a panel data set of 888 firms and 7104 firm-year observations of unlisted small and medium size firms over the period 2007–2014, we present that family owned businesses have lower financial structure than those of non-family owned businesses. This indicates that most family firms use less debt financing than non-family firms, and as such maintain a lower level of debt. Secondly, family firms demonstrate lower risk as illustrated by the Altman Z-score. The Altman Z-score scale illustrates a contrary relationship of significance with respect to family firms and their counterparts in terms of the operation aspect of the business’s risk factors. Family firms managed their business operations with lower risk and are generally healthier financially than their counterpart firms. Lastly, findings from the robust tests for the hypotheses using a sample of bankrupt firms in Iberian Balance sheet Analysis System (SABI) reveal that the proportion of failure of family firms as opposed to their counterpart firms is relatively low. Analyzing the bankruptcy files of firms from 2002 to 2014 shows a considerably low ratio of family firms at the 5% significant level. This affirms that the low risk illustrated in the Altman Z-score regression is consistent to the lower ratio of family firms that were declared bankrupted over the study period, which makes Spain an important case in this study.

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Harsch, Katharina, and Marion Festing. "Managing non-family talent: Evidence from German-speaking regions." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 3 (April 15, 2019): 249–79. http://dx.doi.org/10.1177/2397002219842063.

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Family businesses dominate the corporate world but there is much we don’t know about them. Managing non-family talent is one under-researched area which we explore here, using a context-specific analysis on multiple levels, including qualitative data from interviews with family business owners and non-family talents in strategic family business positions in Germany, Austria and German-speaking Switzerland. Based on stewardship theory and our empirical results, we suggest a framework that explains the particular facets of talent management in this context, characterised by the emotional attachment of the family and involvement in the business. Our findings show that primarily the values and attitudes of families shape the specific family business talent management approach, which is embedded in the particularities of the family business culture at the meso level and in region-specific macro-level factors.

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Trigos, Federico, and Mario A. Doria. "The Sustainability of Resource-Sharing Family Business in Relation to Family Non-Economic Goals." International Journal of Project Management and Productivity Assessment 8, no. 2 (July 2020): 69–80. http://dx.doi.org/10.4018/ijpmpa.2020070104.

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Small and medium family businesses have distinct characteristics that differ from large corporations, with distinct challenges to their owner-managers. Many entrepreneurial families seek to achieve non-economic goals and share familial resources without compensation, not necessarily maximization of their sustainable value. As a consequence, traditional financial reporting is of limited use to them, as it does not reflect their priorities. This article introduces sustainability elements in the socio-emotional-wealth theory; identifies a family business type called resource-sharing; proposes a financial ruleset to quantify the sustainable financial position of the company regarding the achievement of non-economic goals of the family; and introduces an integrated mechanism to identify strategic implications for both family and business. Concepts are applied to family businesses from three countries, to verify applicability and usefulness.

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Amann, Bruno, and Jacques Jaussaud. "Family and non-family business resilience in an economic downturn." Asia Pacific Business Review 18, no. 2 (April 2012): 203–23. http://dx.doi.org/10.1080/13602381.2010.537057.

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Yazıcı, Ömer. "Justice in Compensation; Family vs. Non-family Business HR Issues." Journal of Business Research - Turk 12, no. 2 (June 24, 2020): 1655–67. http://dx.doi.org/10.20491/isarder.2020.935.

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Nandi, Roopa. "Learning to Share Family Business Identity with Non-Family Members." AI Practitioner 19, no. 4 (November 1, 2017): 116–24. http://dx.doi.org/10.12781/978-1-907549-33-5-20.

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McPherson, Mark. "Business practices within South Asian family and non‐family firms:." International Journal of Entrepreneurial Behavior & Research 16, no. 5 (August 17, 2010): 389–413. http://dx.doi.org/10.1108/13552551011071878.

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Gonzales-Bustos, Juan Pablo, Ana Beatriz Hernández-Lara, and Xiaoni Li. "Board effects on innovation in family and non-family business." Heliyon 6, no. 9 (September 2020): e04980. http://dx.doi.org/10.1016/j.heliyon.2020.e04980.

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Li, Wenxuan, and Maria I. Marshall. "Gender and business owner satisfaction." Journal of Family Business Management 9, no. 4 (November 29, 2019): 416–28. http://dx.doi.org/10.1108/jfbm-12-2018-0059.

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Purpose The purpose of this paper is to investigate how the factors associated with role satisfaction in farm and non-farm family businesses differ by gender of the business owner. Design/methodology/approach The data used are from a 30-minute telephone survey of owners of farm and non-farm family businesses in Indiana, Illinois, Michigan and Ohio. The sample consists of 627 small- and medium-size family businesses. Three ordered probit regressions are used to analyze role satisfaction. Findings Women’s participation in management and the number of family members in management are positively associated with women’s role satisfaction, while tension from resource competition is negatively associated with role satisfaction. In contrast, men’s role satisfaction is increased through high family business functioning and profit. Practical implications There is no difference in the level of role satisfaction between men and women when one controls for the owner, family and business characteristics. However, there is a difference in the factors that drive role satisfaction between men and women. This may be driven, in part, by what their roles are vis-à-vis the financial aspects of the business. Male and female business owners seem to focus on different aspects of their family business to achieve role satisfaction. Originality/value This paper determines the impact of gender on the role satisfaction of business owners of farm and non-farm family businesses in four Midwestern states. It identifies the different factors associated with role satisfaction for female and male family business owners based on their actual roles.

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Alwadani, Rawa, and Nelson Oly Ndubisi. "Sustainable family business." International Journal of Manpower 41, no. 7 (October 25, 2019): 945–65. http://dx.doi.org/10.1108/ijm-08-2019-0359.

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Purpose Family centered non-economic (FCNE) goals, such as environmental and social goals, are sometimes strenuous to “sell” to non-family members in a family business, and are often open to resistance. The purpose of this paper is to identify socio-psychological mechanisms for achieving FCNE goals because, in addition to economic goals, they are the other two components of the triple bottom line. Design/methodology/approach Through a juxtaposition of the literature on family businesses, and the theories of mindfulness and psychological ownership, this paper argues for the facilitating roles of family involvement and mindful organizing in the achievement of FCNE goals. An example of how a Kuwaiti oil company implements these ideas is appended. Findings A moderated link between family involvement, mindful organizing and FCNE goal of environmental sustainability. Besides its direct effect on environmental sustainability, mindful organizing also has a potential mediating role in the relationship between family involvement and environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness will moderate the relationship between mindful organizing and the achievement of environmental sustainability goals. Research limitations/implications The paper presents ten propositions and argues that three types of family involvement (ownership, management and inter-generational), together with non-family engagement (through mindful organizing) would lead to success in achieving the FCNE goal of environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness are potential moderators. Practical implications The paper suggests some key drivers of FCNE goal of environmental sustainability as well as several contingent factors. Applicable to family businesses, owners and/or managers of similar firms can apply knowledge from this study in the pursuit of environmental sustainability. Originality/value The paper’s model advances the current understanding of the link between family involvement, mindful organizing, environmental sustainability, psychological ownership, environmental sensitivity and individual mindfulness in the context of family business. The paper further suggests new future research directions.

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Adams, Janet S., Armen Taschian, and Ted H. Shore. "Ethics in Family and Non-Family Owned Firms: An Exploratory Study." Family Business Review 9, no. 2 (June 1996): 157–70. http://dx.doi.org/10.1111/j.1741-6248.1996.00157.x.

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Limited research on ethics in family business leads to competing arguments regarding whether family firms are more, less or equally as ethical as non-family controlled firms. Comparing structured interview data from 214 respondents in family firms with a proportionally matched sample of 230 respondents in non-family-owned firms, we found few—but important—differences in ethics-related attitudes, behavior and experiences. Fewer family-owned businesses had formal codes of ethics. They were more likely to employ informal methods to promote ethical behavior, with role modeling of expected behaviors regarded as more important than in non-family firms.

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Hiebl, Martin R. W., Birgit Feldbauer‐Durstmüller, and Christine Duller. "The changing role of management accounting in the transition from a family business to a non‐family business." Journal of Accounting & Organizational Change 9, no. 2 (May 31, 2013): 119–54. http://dx.doi.org/10.1108/18325911311325933.

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PurposeThe purpose of the present paper is to investigate whether the transition from a family business to a non‐family business affects the institutionalisation of management accounting.Design/methodology/approachThis paper is based on an online survey among all large and medium‐sized Austrian firms. Univariate and multivariate statistical analyses were used to test the impact of the level of family influence on aspects of the institutionalisation of management accounting. Firm size is included as the main control variable.FindingsA lower level of influence from the controlling family was found to be correlated with the institutionalisation and intensification of management accounting in medium‐sized firms. For large firms, such a linear relationship could not be drawn. The level of education of management accountants was inversely correlated with the level of family influence in both large and medium‐sized firms.Research limitations/implicationsFurther research into the reasons, underlying drivers and inter‐organisational promoters of management accounting change in family businesses is needed. Furthermore, the organisational impacts of the transition from family businesses to non‐family businesses deserve further investigation.Originality/valueA framework for assessing the organisational effects of the transition from family businesses to non‐family businesses is provided. The empirical results on the impact of the transition on the institutionalisation of management accounting are presented. The level of family influence was found to act as a significant contextual factor for the organisation of management accounting in medium‐sized firms.

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Yuan, Joshua S., Patrick J. Tranel, and C. Neal Stewart. "Non-target-site herbicide resistance: a family business." Trends in Plant Science 12, no. 1 (January 2007): 6–13. http://dx.doi.org/10.1016/j.tplants.2006.11.001.

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Pieper, Torsten M. "Non solus: Toward a psychology of family business." Journal of Family Business Strategy 1, no. 1 (March 2010): 26–39. http://dx.doi.org/10.1016/j.jfbs.2010.02.003.

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Churchill, Neil C., and Kenneth J. Hatten. "Non-Market-Based Transfers of Wealth and Power: A Research Framework for Family Businesses." American Journal of Small Business 11, no. 3 (January 1987): 51–64. http://dx.doi.org/10.1177/104225878701100305.

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Family businesses are basically owner-managed enterprises with the family Involved within the business. When, to family ties within the business, is added the biological inevitability of an eventual transfer of power, family succession becomes an alternative to selling the business–-a transfer based on non-market considerations. A framework for studying family businesses is proposed which has succession as its anchor. The succession process is where changes in management, in strategy, and in control are planned for and executed. The framework is built upon stages of the family enterprise which emanate from the biological reality of parent and offspring being separated by age and business experience but wedded together by “blood” and a shared family experience.

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Churchill, Neil C., and Kenneth J. Hatten. "Non-Market-Based Transfers of Wealth and Power: A Research Framework for Family Businesses." American Journal of Small Business 12, no. 2 (October 1987): 53–66. http://dx.doi.org/10.1177/104225878701200205.

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Family businesses are basically owner-managed enterprises with the family involved within the business. When, to family ties within the business, is added the biological inevitability of an eventual transfer of power, family succession becomes an alternative to selling the business–-a transfer based on non-market considerations. A framework for studying family businesses is proposed which has succession as its anchor. The succession process is where changes in management, in strategy, and in control are planned for and executed. The framework is built upon stages of the family enterprise which emanate from the biological reality of parent and offspring being separated by age and business experience but wedded together by “blood” and a shared family experience.

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Churchill, Neil C., and Kenneth J. Hatten. "Non-Market-Based Transfers of Wealth and Power: A Research Framework for Family Business." Family Business Review 10, no. 1 (March 1997): 53–67. http://dx.doi.org/10.1111/j.1741-6248.1997.00053.x.

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Family businesses are basically owner-managed enterprises with the family involved within the business. When, to family ties within the business, is added the biological inevitability of an eventual transfer of power, family succession becomes an alternative to selling the business—a transfer based on non-market considerations. A framework for studying family businesses is proposed which has succession as its anchor. The succession process is where changes in management, in strategy, and in control are planned for and executed. The framework is built upon stages of the family enterprise which emanate from the biological reality of parent and offspring being separated by age and business experience, but wedded together by “blood” and a shared family experience.

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Gill, Amarjit, Min Thu Maung, and Reza H. Chowdhury. "Social capital of non-resident family members and small business financing." International Journal of Managerial Finance 12, no. 5 (October 10, 2016): 558–82. http://dx.doi.org/10.1108/ijmf-01-2015-0001.

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Purpose The purpose of this paper is to investigate the impact of social capital of non-resident family members on small business debt financing. Recent literature in entrepreneurship suggests that small businesses can borrow social capital to improve their access to debt financing. Design/methodology/approach Micro-entrepreneurs from India were interviewed regarding their ability to raise capital from family members as well as their relationship with banks and politicians. Findings The survey indicates that small business entrepreneurs are able to borrow social capital from non-resident Indians. Results also suggest that these small businesses are more likely to be connected to banks and politicians facilitated by their non-resident family members, which not only improves micro-entrepreneurs’ access to debt financing but also reduces their cost of borrowing. Research limitations/implications This is a co-relational study that investigates the association between social capital of non-resident family members and small business debt financing. There is not necessarily a causal relationship between the two. The findings of this study may only be generalized to firms similar to those that were included in this research. Originality/value This study contributes to the literature on the factors that improve the access to small business debt financing. The findings may be useful for financial managers, investors, financial management consultants, entrepreneurs, and other stakeholders.

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Smith, Max. "Differences between family and non-family SMEs: A comparative study of Australia and Belgium." Journal of Management & Organization 14, no. 1 (March 2008): 40–58. http://dx.doi.org/10.1017/s1833367200003461.

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AbstractThis study attempts to further the development of family business theory by providing a more detailed understanding of the differences between family and non-family firms' profitability, growth, exporting and networking behaviour. Utilising data from 2190 Australian SMEs, the study compares the Australian experience of differences between family and non-family firms with those found among Belgium firms. The Australian results are consistent with the growth and some of the networking behaviour found among Belgium firms, but not with their profitability and exporting behaviour. The study's findings support the contentions that the differences between family and non-family firms may be less than many earlier studies have indicated and that industry differences and cross-national differences in corporate governance environments may lead to variances in these differences. It also demonstrates that the underlying theoretical rationale for a number of predicted differences between family and non-family firms appears flawed. These findings indicate that new empirical studies that control for context are urgently needed to ensure the scholarly literature on family businesses is not being built on false assumptions. They also indicate that studies designed to explain differences in the family/non-family business relationship between industries and nations may lead to advances in family business theory.

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Smith, Max. "Differences between family and non-family SMEs: A comparative study of Australia and Belgium." Journal of Management & Organization 14, no. 1 (March 2008): 40–58. http://dx.doi.org/10.5172/jmo.2008.14.1.40.

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AbstractThis study attempts to further the development of family business theory by providing a more detailed understanding of the differences between family and non-family firms' profitability, growth, exporting and networking behaviour. Utilising data from 2190 Australian SMEs, the study compares the Australian experience of differences between family and non-family firms with those found among Belgium firms. The Australian results are consistent with the growth and some of the networking behaviour found among Belgium firms, but not with their profitability and exporting behaviour. The study's findings support the contentions that the differences between family and non-family firms may be less than many earlier studies have indicated and that industry differences and cross-national differences in corporate governance environments may lead to variances in these differences. It also demonstrates that the underlying theoretical rationale for a number of predicted differences between family and non-family firms appears flawed. These findings indicate that new empirical studies that control for context are urgently needed to ensure the scholarly literature on family businesses is not being built on false assumptions. They also indicate that studies designed to explain differences in the family/non-family business relationship between industries and nations may lead to advances in family business theory.

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Chahal, Himani, and Anil K. Sharma. "Family Business in India: Performance, Challenges and Improvement Measures." Journal of New Business Ventures 1, no. 1-2 (June 2020): 9–30. http://dx.doi.org/10.1177/2632962x20960824.

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Existing literature on family businesses brings out their significance globally. The prevalence of family businesses is a phenomenon that is universal and found in most countries worldwide, although their relative impact on economies does vary. This article reviews papers in the accounting and finance literature on family businesses around the world and shows that the involvement of family members in the business may have a positive, negative or no impact on its financial performance. In the Indian context, the literature review indicates that India’s rich and ancient history seems to be interrelated with the family-run businesses as the principal means of business organization. The paper gives a glimpse of the status of family businesses in India since independence and the distinct characteristics of Indian family businesses. In the next section, we try to find out how family firms are performing in India in comparison to non-family firms by studying companies listed in the National Stock Exchange of India Ltd. (NSE) 500 Index for a period of 5 years ranging from 2014 to 2018. The results show that family businesses are not performing significantly better than non-family firms in the Indian business scenario. We try to highlight the reasons for the same by underlining the issues faced by family businesses and suggest measures to overcome these issues. The study concludes with a discussion on the lessons that new family business ventures can take from family business groups in India that have made a mark in the Indian and the world business scenario because of their ability to face and successfully overcome challenges faced by family firms.

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Sonfield, Matthew C., and Robert N. Lussier. "Family‐member and non‐family‐member managers in family businesses." Journal of Small Business and Enterprise Development 16, no. 2 (May 15, 2009): 196–209. http://dx.doi.org/10.1108/14626000910956010.

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Dressler, Jonathan B., and Loren Tauer. "Socioemotional wealth in the family farm." Agricultural Finance Review 75, no. 3 (September 7, 2015): 403–15. http://dx.doi.org/10.1108/afr-12-2014-0039.

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Purpose – A family member may work for the family business even though the direct financial benefits he or she may receive in the form of a salary may be lower than what could be earned working for a non-family business. The lower amount may be accepted because of benefits of association with the family business. This psychic non-pecuniary return has been called socioemotional wealth in the family business research literature. The purpose of this paper is to propose a method to estimate socioemotional wealth and apply that technique to a group of family dairy farms to estimate socioemotional wealth for those family farms. Design/methodology/approach – A panel regression method was used to empirically allocate net farm income to the unpaid factors of equity, labor, and management provided by a family member in a family farm partnership. The estimated returns of labor plus management are compared to the market salary earned by farm managers who manage farms. The difference between the higher hired farm manager salary and what the family manager earns in the family farm from labor and management is an estimate of the non-pecuniary return the family member receives from managing the family farm as compared to managing the non-family farm. Findings – Differences in managers’ salary working for the non-family farm and the implied family manager financial compensation estimates indicate that family business managers’ non-pecuniary return from managing the family farm had an implied economic value averaging $22,026 per year over 1999-2008. Assuming that the manager would be indifferent between working for the family farm or the non-family farm if the sum of pecuniary and non-pecuniary returns were the same, the non-pecuniary annual benefits of $22,026 accrues in the form of socioemotional wealth associated as a member in the family business. Originality/value – Although the literature discusses how family members may accept a lower salary working for the family business than they could earn doing comparable work in a non-family business because of non-financial rewards they experience working for the family business, there have been no estimates of the value of this pecuniary benefit. The authors arrive at an estimate using a group of family dairy farm businesses that have multiple family managers.

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Terrón-Ibáñez, Sara, María Elena Gómez-Miranda, and Lázaro Rodríguez-Ariza. "Dimension as a business strategy." European Journal of Family Business 10, no. 1 (May 31, 2020): 20–32. http://dx.doi.org/10.24310/ejfbejfb.v10i1.6705.

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This paper analyzes the possible differences in the economic-financial situation of family organizations based on the business dimension. Then, we focus our analysis on SMEs to analyse the influence of the dimension in their performance. For this, information belonging to a large sample composed of 21,149 family businesses and 5,737 non-family businesses in Spain corresponding to the period 2003–2015 is studied. The conclusions obtained show that, although the increase in the dimension of the family organizations is positively related to their performance, there are limits beyond which the value of certain economic-financial indicators can be negatively affected. This behavior is not observed in non-family businesses.

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Sonfield, Matthew C., Robert N. Lussier, and Josiane Fahed-Sreih. "American versus Arab/Islamic family businesses." Journal of Entrepreneurship in Emerging Economies 8, no. 1 (March 7, 2016): 2–24. http://dx.doi.org/10.1108/jeee-02-2015-0014.

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Purpose – The purpose of this research was to compare the use of non-family-members in the higher-level management team of Arab/Islamic family businesses versus American family businesses. Design/methodology/approach – This research gathered survey data and tested the hypothesis using analysis of covariance. Findings – American family businesses engaged the services of non-family-member managers to a statistically significant greater degree than did Arab/Islamic family businesses. Originality/value – The research literature on Arab/Islamic entrepreneurship is very limited, and a family business study of this nature has not been previously conducted. This study furthermore challenges the common assumption that the findings generated in one specific country can usually be generalized to the broader phenomenon of family business, as it exists in most countries.

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Sorenson, Ritch L. "Conflict Management Strategies Used in Successful Family Businesses." Family Business Review 12, no. 2 (June 1999): 133–46. http://dx.doi.org/10.1111/j.1741-6248.1999.00133.x.

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This paper analyzes a survey of 59 family businesses. Findings indicate that in comparison to non-family businesses, family businesses have a more complex set of issues to consider when managing conflict. The integrative conflict strategies of collaboration, accommodation, and compromise produce relatively better outcomes for both family and business. Competitive and avoidance strategies can result in relatively negative outcomes for both business and family. High levels of collaboration contribute to positive outcomes for both family and business, and high levels of compromise and accommodation contribute to positive family outcomes. Based on a comparison of means, this paper identifies conflict management profiles for achieving positive outcomes for both business and family.

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Arsić, Siniša, Koviljka Banjević, Aleksandra Nastasić, Dragana Rošulj, and Miloš Arsić. "Family Business Owner as a Central Figure in Customer Relationship Management." Sustainability 11, no. 1 (December 23, 2018): 77. http://dx.doi.org/10.3390/su11010077.

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This paper presents theoretical and empirical research on the activities and attitudes of a family business owner regarding marketing as a business function. The development of successful business relationships of a family business is tightly connected with the activities of the business owner. The theoretical review examined numerous family and non-family business studies by analyzing the existing paradigms of marketing management as a whole. The empirical research, surveying 420 family businesses in Serbia, defined the overall role of the family business owner in customer relationship management regarding business-to-business (B2B) and business-to-consumer (B2C) relationships. Key findings suggest that the main difference in customer relationship management (CRM) between family and non-family companies is related to B2B relationships, which the family business owner is heavily involved in managing, in terms of invested time and responsibility. Future research should cover aspects of internationalization (to regional markets) because it is essential to cross-examine regional with local contacts of a family business owner, to provide full comprehension of the complexity of market relationships in a family business environment.

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Gill, Amarjit, John D. Obradovich, and Harvinder S. Mand. "Non-resident family members and the financial performance of small businesses in India." Corporate Ownership and Control 12, no. 2 (2015): 530–40. http://dx.doi.org/10.22495/cocv12i2c5p2.

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Recent literature in small business management suggests that small businesses are financially constrained. They also face challenges of poor financial performance, which leads to their failure. Literature also shows that family involvement improves small business performance. We asked research participants consisting of small business owners from India about their beliefs and perceptions regarding the relationship between non-resident Indian family members (NRIs), financial support from NRIs, internal financing sources, and the financial performance of small businesses. Results indicate that the involvement of NRIs as foreign directors, financial support from NRIs, and internal financing sources improve the financial performance of small businesses in India. Firms with NRIs are more likely to perform better than without NRIs. Moreover, the influence of NRIs on the financial performance of small businesses is higher in the service industry than the manufacturing industry

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Akume, Ben, and Osarumwense Iguisi. "Developing capabilities for sustainability in family owned SMEs: An emerging market scenario." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 6 (October 26, 2020): 24–36. http://dx.doi.org/10.20525/ijrbs.v9i6.840.

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The academic discourse on ‘family’ perpetuity in family-owned businesses (FOB) is still burgeoning. Current findings suggest the importance of family control and family inter-generational sustainability in family-owned businesses. Though literature in family perpetuity and sustainability is well documented from the advanced economies, there is a 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 and medium family businesses using the stewardship theory paradigm and relying on evidence from an emerging market economy 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. The study also showed that the element of spirituality arising from the ideals and values of the owning family is a significant factor for ensuring family wellbeing and business sustainability, and founding owner characteristics (industry experience) and impacts positively on the business performance and continuity. The study confirmed that the stewardship of non-family member employees within the business is provisional stewardship as non-family members rely on other incentives from the owning family members to behave as stewards. 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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Sonfield, Matthew C., and Robert N. Lussier. "Non-family-members in the family business management team: a multinational investigation." International Entrepreneurship and Management Journal 5, no. 4 (June 10, 2009): 395–415. http://dx.doi.org/10.1007/s11365-009-0109-4.

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Kopriva, Iztok, and Mojca Bernik. "Comparison of Human Resource Management in Slovenian Family and Non-Family Businesses." Organizacija 42, no. 6 (November 1, 2009): 246–54. http://dx.doi.org/10.2478/v10051-009-0021-2.

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Comparison of Human Resource Management in Slovenian Family and Non-Family BusinessesThe room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.

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Kamener, Dahliana, Norasekin Ab Rashid, and Daniati Puttri. "The Transition of Family Business Leadership:." Asia Proceedings of Social Sciences 2, no. 3 (December 2, 2018): 101–4. http://dx.doi.org/10.31580/apss.v2i3.305.

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The issue of succession is very important because the successful succession leads to the sustainability of a family businesses (Sharma & Dave, 2013). Generally, the family businesses are difficult to flourish and even many have bankrupt. Some family businesses are bound on the first generation and some have collapsed in the second generation. Literature shows that just 30 percent of family businesses can be passed along to the second generation, and 70 percent fail after first generation step down because there are no preparation for succession and inability of the next generation to control and run the company (Aronoff, (2004). The study purposed to examine six hypotheses and the result showed the succession planning, non-family leadership, and decision making authority unsignificantly affect on the succession of the family business. Nevertheless, founder's influence, successor and strategic planning variable affect significantly to the success of family business succession at Padang city, West Sumatera.

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Boutaleb, Fatima, Esra Karadeniz, and Seham Ghalwash. "Rural context favouring family business and urban context promoting non-family business in Egypt, Morocco and Turkey." European J. of International Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ejim.2021.10033924.

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Ghalwash, Seham, Esra E. Karadeniz, and Fatima Boutaleb. "Rural context favouring family business and urban context promoting non-family business in Egypt, Morocco and Turkey." European J. of International Management 16, no. 2 (2021): 207. http://dx.doi.org/10.1504/ejim.2021.117113.

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Journal articles on the topic 'Non-family business'

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