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Journal articles on the topic 'Owner/managed'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Mutabžija, Jasmina. "Owner-managed closed it companies in croatia." Zbornik Pravnog fakulteta Sveučilišta u Rijeci 39, no. 4 (2019): 1685–726. http://dx.doi.org/10.30925/zpfsr.39.4.9.

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Intellectual property protection is an important ingredient in the market success of knowledge-intensive enterprises operating in the information technology industry. The governance and the extent of protection of intellectual property related to software often seem to be connected to certain characteristics of an enterprise, such as its type and size. By analyzing the publicly available data, the author identifies various patterns primarily concerning the structure of ownership and management of the software enterprises in Croatia. The analysis reveals that all of the top 500 software enterprises according to revenue are closed, with the overwhelming majority being owner-managed and small or micro-sized. This would suggest that most software enterprises in Croatia are passive when it comes to their intellectual property. In relation to this, the author describes three profiles of enterprises depending on their attitude towards the governance of intellectual property. The author also formulates and explores four possible complementary approaches to the protection of intellectual property, both legal and non-legal, in addition to discussing various types of intellectual property rights with the aim of identifying those that are more suitable for the protection of different types of software.

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2

Shailer, Gregory. "Capitalists and Entrepreneurs in Owner-Managed Firms." International Small Business Journal: Researching Entrepreneurship 12, no. 3 (April 1994): 33–41. http://dx.doi.org/10.1177/0266242694123003.

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3

Basco, Rodrigo. "What kind of firm do you owner-manage? An institutional logics perspective of individuals’ reasons for becoming an entrepreneur." Journal of Family Business Management 9, no. 3 (September 2, 2019): 297–318. http://dx.doi.org/10.1108/jfbm-09-2018-0032.

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Purpose The purpose of this paper is to compare the post-entry firm behavior of firms owner-managed by entrepreneurs who entered for family-oriented vs opportunity-oriented reasons. Design/methodology/approach Using the institutional logics perspective, the author argues that firms under the influence of opportunity-oriented or family-oriented owner-managers may differ in their internal practices, purpose, strategies, and performance. The author follows an inductive research methodology strategy by performing multivariate analyses with a sample of 1,733 Chilean firms to explore the preliminary conjectures. Findings Firms owner-managed by entrepreneurs who entered for a family-oriented reason finance their investment with firm resources, are less dependent on one customer and are willing to put forth less innovation effort than firms owner-managed by entrepreneurs who entered for an opportunity-oriented reason. No differences were found in terms of employee productivity. Additionally, the results show that young firms owner-managed by opportunity-oriented entrepreneurs have higher growth ratios than young firms owner-managed by family-oriented entrepreneurs. Inversely, old firms owner-managed by entrepreneurs who entered for an opportunity-oriented reason grow much less than old firms owner-managed by entrepreneurs who entered for a family-oriented reason. Originality/value This paper contributes to the literature at the intersection of family business and entrepreneurship by addressing the calls made by Aldrich and Cliff (2003) and Discua Cruz and Basco (2018) to better understand the family’s influence on entrepreneurship.

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4

Ng, Hee Song, and Daisy Mui Hung Kee. "The core competence of successful owner-managed SMEs." Management Decision 56, no. 1 (January 8, 2018): 252–72. http://dx.doi.org/10.1108/md-12-2016-0877.

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Purpose The purpose of this paper is to measure the impact of transformational leadership, entrepreneurial competence and technical competence on firm performance via innovativeness in owner-managed small- and medium-sized enterprises (SMEs). Design/methodology/approach Data were gathered from 178 owner-managers of SMEs operating in Malaysia using a self-report questionnaire. The data were analysed using partial least squares structural equation modelling. Findings The results show that, except in the link between transformational leadership and process innovativeness, all relationships linking transformational leadership, entrepreneurial and technical competence with innovativeness, and linking innovativeness with firm performance are significant. Research limitations/implications The self-report questionnaires that were administered to owner-managers of SMEs constitute a limitation for this research, as they may not always produce reliable and valid responses due to single informant response and common method bias. Practical implications The study findings have strong theoretical and managerial implications for owner-managed SMEs seeking to adopt the four core metrics, namely, transformational leadership, entrepreneurial competence, technical competence and innovativeness, as the management core, all of which are necessary for meaningful, sustainable, disruptive transformation to do well in business, even with limited resources. Originality/value The value of this study lies in its effort to focus on the core competence of owner-managed SMEs, which remains relatively underexplored in the context of developing countries. Moreover, little is yet known about their combined effects on firm performance.

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5

Sproule, Robert A. "The owner-managed firm under output-price uncertainty." Journal of Economics 47, no. 2 (June 1987): 125–41. http://dx.doi.org/10.1007/bf01237548.

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6

Tabone, Norbert, and Peter J. Baldacchino. "The statutory audit of owner‐managed companies in Malta." Managerial Auditing Journal 18, no. 5 (July 1, 2003): 387–98. http://dx.doi.org/10.1108/02686900310476855.

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Historically, as a former British colony, Malta has had its accounting and auditing practices highly influenced by UK regulation. However, in the last decade, departures have steadily been occurring from a UK‐based regulatory framework to one increasingly influenced both by international standards and European Union requirements. One such departure relates to the retention of the statutory audit requirement for all Maltese companies, despite its earlier abolishment for small companies in the UK. This study evaluates the relevance of a mandatory annual statutory audit requirement for owner‐managed companies as perceived by two interest groups: the owner‐manager and the auditor. It also considers possible alternatives to such a requirement. Results indicate that for Maltese owner‐managed companies, the statutory audit fulfils two important roles: it bears relevance to outside third parties, and it has a positive effect on the owner‐manager and staff.

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7

Ari Kim and Cho, Myeong-Hyeon. "CEO Turnover in Owner-managed firms: The Choice Between Owner-manager and Professional CEO." Journal of Strategic Management 14, no. 2 (August 2011): 57–75. http://dx.doi.org/10.17786/jsm.2011.14.2.003.

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8

Shailer, Gregory E. P. "The irrelevance of organisational boundaries of owner-managed firms." Small Business Economics 5, no. 3 (September 1993): 229–37. http://dx.doi.org/10.1007/bf01531920.

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9

Huang, Sean Shenghsiu, and John R. Bowblis. "Workforce Retention and Wages in Nursing Homes: An Analysis of Managerial Ownership." Journal of Applied Gerontology 39, no. 8 (August 31, 2018): 902–7. http://dx.doi.org/10.1177/0733464818795433.

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Owner-managers are administrators that hold significant equity interests in the facility they operate. We examine how the presence of owner-managers is related to the workforce outcomes of retention and wages in nursing homes (NHs). Using a sample of for-profit NHs in Ohio from 2005 to 2015, multivariate regression analysis compares workforce outcomes in facilities operated by owner-managers to salaried managers. On average, owner-managed NHs have higher workforce retention rates, with larger effects among chain-affiliated NHs. Better retention is not achieved through higher wages, as we do not find higher wages at owner-managed NHs. Further qualitative studies are warranted to identify the exact mechanisms which lead to owner-managers having better staff retention rates. Plausible mechanisms include greater autonomy to allocate resources and create policies that foster a work environment that achieves better retention while maintaining financial sustainability.

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10

Nulla, Yusuf Mohammed. "The importance of firm ownership on CEO compensation system: an empirical study of New York stock exchange (NYSE) companies." Corporate Ownership and Control 9, no. 4 (2012): 131–44. http://dx.doi.org/10.22495/cocv9i4c1art1.

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This important study in Executive Compensation topic investigated the importance of Firm Ownership on the CEO Compensation in the New York Stock Exchange (NYSE) companies. This research had compared the CEO Compensation System of the Owner-Managed and the Management-Controlled companies from the period 2005 to 2010. The research question for this study was: is there a relationship between the CEO Cash Compensation, the Firm Size, the Accounting Firm Performance, and the Corporate Governance, among the Owner-Managed and the Management-Controlled companies? It was found that, there was a relationship between the CEO Salary, the CEO Bonus, the Total Compensation, the Firm Size, the Accounting Firm Performance, and the Corporate Governance, among the Owner-Managed and the Management-Controlled companies.

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11

Ganguly, Aniruddha. "HR Dynamics in Family-managed Businesses in India." NHRD Network Journal 13, no. 1 (January 2020): 48–61. http://dx.doi.org/10.1177/2631454119894742.

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Out of the 100 largest companies listed in India in terms of market cap, more than 50 per cent are family managed. Indian family-managed companies have a distinct organisational culture. Organisational culture shapes and re-shapes people management, influenced by several factors—stage of evolution of the organisation, environmental/economic challenges and owner family culture. The way the owner family conducts itself embodies family governance. Family governance influences corporate governance. Human resource management (HRM) is an essential element of corporate governance. Nature of HRM in family-managed companies is significantly influenced by the way the owner family drives it. Some of the large Indian family-owned companies are consistently high on market cap because they are able to attract and retain the best talent. They can do this consistently because the best talent gets attracted to the best HR practices in an organisation. There is increased awareness of this among Indian owner families and they are now adopting world-class people practices to attract the best talent from the market. Soon we shall have many more Indian family-owned companies indistinguishable from western family-owned companies in terms of people practices.

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12

Sian, S., and C. Roberts. "UK small owner‐managed businesses: accounting and financial reporting needs." Journal of Small Business and Enterprise Development 16, no. 2 (May 15, 2009): 289–305. http://dx.doi.org/10.1108/14626000910956065.

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13

SHAILER, GREGORY E. P. "ASSET SPECIFICITY, AGENCY AND INFORMATION ASYMMETRY IN OWNER-MANAGED FIRMS." Journal of Enterprising Culture 02, no. 02 (July 1994): 753–69. http://dx.doi.org/10.1142/s0218495894000240.

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This paper explores the application of selected contracting theory concepts to owner-managed firms. The potential advantages, the established and the substantial theoretical constructs, this area offers are considerable, and so warrant close attention by small business researchers.

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14

A. B., Sekumade. "Comparative Analysis Of Owner Managed And Lease Managed System Of Cocoa Production In Ekiti State Nigeria." IOSR Journal of Agriculture and Veterinary Science 7, no. 3 (2014): 01–06. http://dx.doi.org/10.9790/2380-07310106.

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15

Tretiakov, Alexei, Jo Bensemann, John Sanders, and Laura Galloway. "The perceived importance of external ties and the performance of small owner-managed firms." International Journal of Entrepreneurship and Innovation 20, no. 3 (October 30, 2018): 209–19. http://dx.doi.org/10.1177/1465750318808940.

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The effects of perceived importance of external ties, a dimension of tie strength, on the performance of small owner-managed firms were investigated using data from a survey of the owners of small owner-managed firms in Scotland and New Zealand. Ties rated as highly important were found to promote growth in sales. In contrast, weak-in-importance ties were found to suppress growth in sales. The results support the core competence perspective on the configuration of external ties, suggesting that firms should focus on important external ties that contribute to their core competencies.

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16

Stromback, Jonas. "Decision‐making and leadership challenges in partner‐based, owner‐managed companies." Global Business and Organizational Excellence 40, no. 4 (March 23, 2021): 21–33. http://dx.doi.org/10.1002/joe.22082.

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17

Westhead, Paul, and Sue Birley. "Employment Growth in New Independent Owner-Managed Firms in Great Britain." International Small Business Journal: Researching Entrepreneurship 13, no. 3 (April 1995): 11–34. http://dx.doi.org/10.1177/0266242695133001.

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18

Jones, Oswald, Allan Macpherson, and Richard Thorpe. "Learning in owner-managed small firms: Mediating artefacts and strategic space." Entrepreneurship & Regional Development 22, no. 7-8 (November 2010): 649–73. http://dx.doi.org/10.1080/08985620903171368.

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19

Stavrou, Eleni T. "Leadership Succession in Owner-Managed Firms through the Lens of Extraversion." International Small Business Journal: Researching Entrepreneurship 21, no. 3 (August 2003): 331–47. http://dx.doi.org/10.1177/02662426030213005.

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20

Dunkelberg, William, Carmen Moore, Jonathan Scott, and William Stull. "Do entrepreneurial goals matter? Resource allocation in new owner-managed firms." Journal of Business Venturing 28, no. 2 (March 2013): 225–40. http://dx.doi.org/10.1016/j.jbusvent.2012.07.004.

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21

Millers, Maris, and Elina Gaile-Sarkane. "Management Practice in Small and Medium-Sized Enterprises: Problems and Solutions from the Perspective of Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 4 (October 9, 2021): 214. http://dx.doi.org/10.3390/joitmc7040214.

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A large proportion of small and medium-sized enterprises are managed by their owners and founders. The goal of this research was to describe the diversity of management practices in owner-managed SMEs. Understanding this diversity will raise awareness of the challenges SMEs are facing and suggest possible solutions that will help improve their management and sustainability. In this study, 205 owner-managed SMEs with more than nine people employed were analyzed using a company self-assessment based on a tailor-made governance model. Data were analyzed using statistical analysis software in combination with a visual analysis. To group similar companies, the cluster analysis technique was used. The results showed a high diversity in how companies were managed and their performances. This research indicated that statistical analysis itself is not sufficient for exploring this diversity, and other approaches, such as visual analysis, must be used as well.

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22

Schulze, Matti, and German German. "Family Business Resilience: The Importance of Owner-Manager's Relational Resilience in Crisis Response Strategies." European Journal of Family Business 12, no. 2 (December 22, 2022): 100–123. http://dx.doi.org/10.24310/ejfbejfb.v12i2.14657.

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The COVID19 pandemic has disclosed the compelling necessity for businesses to develop and maintain a high resilience to survive the constantly changing environment they operate in and the rising number of crises they face. Our study sheds light on the resilience of owner-managed family businesses, with a special focus on different levels within and beyond the organization, by analyzing digitalization efforts as one form of strategic response to a crisis. More precisely, building on an extensive explorative multiple case study, we explore how and why owner-managed family businesses differ regarding their resilience and the implications this has for their crisis management. We contribute both to the literature on resilience and to research on family business strategies by showing differences in crisis response related to different levels of family business resilience and the special role of the owner-manager.

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23

Kim, Jinwoo, and GooHyeok Chung. "The relationship between management’s emphasis on human resources and innovation." Korean Journal of Industrial and Organizational Psychology 32, no. 3 (August 31, 2019): 363–88. http://dx.doi.org/10.24230/kjiop.v32i3.363-388.

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In today's dynamic, changing business environment, an organization’s sustainable competitive advantages stem from its human resources. This study examined the relationships among management's emphasis on the importance of human resources, employee satisfaction of training, and innovative performance. The present study further investigated the effect of its (owner-/manager-managed) structure on the relationship between management's emphasis on the importance of human resources and employee satisfaction of training. To the end, this study analyzed three time-lagged data, consisting of 387 team leaders and 1,120 employees in a total of 161 companies from the Human Capital Corporate Panel(HCCP). The results showed that the management's emphasis on the importance of human resources is significantly related to employee satisfaction of education and training and innovation in turn, and the first relationship is stronger for the owner-managed firm than for the manager-managed.

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24

WANG, YONG, and PANIKKOS POUTZIOURIS. "LEADERSHIP STYLES, MANAGEMENT SYSTEMS AND GROWTH: EMPIRICAL EVIDENCE FROM UK OWNER-MANAGED SMEs." Journal of Enterprising Culture 18, no. 03 (September 2010): 331–54. http://dx.doi.org/10.1142/s0218495810000604.

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Apart from starting, growing and/or sustaining a business, owner-managers in small firms have the responsibility to balance business goals and managerial priorities, with ownership control tendencies and family values (as in the case of the prolific family enterprise) in a fashion that can comfort all business stakeholders. Understanding the inter-relationship among owner-manager's leadership style, intra-organisational management systems, and business growth can enable us to develop insights into how small business leaders masterfully construct a management approach that is conducive to sustainable performance. This empirical paper draws evidence from a large-scale postal survey (5710 respondents) of small and medium sized enterprises (SMEs) in the UK and explores the association of small business managerial style and performance. Logistic regression analysis reveals that the managerial style of entrepreneurs is influenced by a series of demographic and situational factors. Moreover, owner-managed businesses characterised by delegation of authority appear to achieve higher growth in sales and operationalise in a more professional way. The paper concludes with a discussion of the implications. The role of managerial style in interpreting business's growth performance will complement the leadership literature.

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Wuersten, Matthias. "From the Throne to the Kingdom: Employee Empowerment in Owner-Managed Firms." Academy of Management Proceedings 2021, no. 1 (August 2021): 11364. http://dx.doi.org/10.5465/ambpp.2021.11364abstract.

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Mador, Martha. "Strategic Decision Making Process Research: Are Entrepreneur and Owner Managed Firms Different?" Journal of Research in Marketing and Entrepreneurship 2, no. 3 (October 2000): 215–34. http://dx.doi.org/10.1108/14715200080001547.

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Westhead, Paul, and Marc Cowling. "Employment change in independent owner-managed high-technology firms in Great Britain." Small Business Economics 7, no. 2 (April 1995): 111–40. http://dx.doi.org/10.1007/bf01108686.

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28

Park, Sorah. "Different means of earnings management of owner-managed firms versus agent-led firms: evidence from chaebols in Korea." Investment Management and Financial Innovations 13, no. 2 (July 14, 2016): 285–91. http://dx.doi.org/10.21511/imfi.13(2-2).2016.03.

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This paper examines the earnings management behavior of large, family-controlled business groups (so-called ‘chaebol’) in Korea from 2006 to 2010. Specifically, the author studies whether the methods of earnings management are different between chaebol firms versus non-chaebol firms. The author finds no significant difference in accrual-based earnings management by these two types of firms. However, the author shows that chaebol firms’ real-based earnings management is greater than non-chaebol firms, based on their higher abnormal production costs and lower abnormal discretionary expenses, in order to manipulate accounting income upward. The results suggest that owner-managed firms tend to choose real manipulation which negatively affects future corporate performance and consequently mislead investors about the firm value

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Al-Otaibi, Omar M., and Waleed S. Alzamil. "The Impact of Property Management on the Value of Residential Product in Saudi Arabia." Urban Studies and Public Administration 2, no. 2 (May 29, 2019): p99. http://dx.doi.org/10.22158/uspa.v2n2p99.

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This paper discusses the impact of property management in maintaining the value of residential product in Saudi Arabia. The paper reviewed a comparison of two property models: the first is managed by the property management system, and the second is managed by the owner only. In addition, the field questionnaire was used and distributed to a sample of the study community consisting of 125 real estate management institutions and real estate office in Riyadh. The results of the analysis indicate that property management contributes to raising the quality of the residential product and maintaining its market value. The residential product which managed by the property management system loses 10% of its value after 5 years. On the other hand, the product that managed by the owner loses more than 50% of its real value after 5 years. The paper proposes to strengthen cooperation between governmental and private institutions to establish a Real Estate Data Center (REDC) for the classification of residential properties subject to the criteria of management, quality and economic cost.

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Zhu, Hang, Chao C. Chen, Xinchun Li, and Yinghui Zhou. "From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses." Management and Organization Review 9, no. 2 (July 2013): 295–318. http://dx.doi.org/10.1111/more.12001.

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AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.

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Ng, Hee Song, Daisy Mui Hung Kee, and T. Ramayah. "Examining the mediating role of innovativeness in the link between core competencies and SME performance." Journal of Small Business and Enterprise Development 27, no. 1 (December 9, 2019): 103–29. http://dx.doi.org/10.1108/jsbed-12-2018-0379.

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Purpose The purpose of this paper is to evaluate the effect of core competencies, namely, transformational leadership (TFL), entrepreneurial competence and technical competence on financial performance through the mediation effect of innovativeness, among owner-managed small and medium-sized enterprises (SMEs) in developing countries. Design/methodology/approach A research model was developed to test nine research hypotheses. Self-report questionnaires designed for this study were sent to SME owner-managers in Malaysia. A total of 178 completed questionnaires were successfully collected. SPSS and SmartPLS were used to perform the data analysis to test the measurement model and structural model. Findings This paper provides empirical evidence that behavioural innovativeness mediates the relationship between TFL and financial performance, product innovativeness mediates the relationships among entrepreneurial competence, technical competence and financial performance and process innovativeness mediates the relationship between technical competence and financial performance. Research limitations/implications The findings of this study are potentially limited by perceptual measures, cross-sectional data and the risk of response bias from a single informant. Practical implications Owner-managed SMEs can focus on developing the core competencies to achieve financial performance through innovative products, processes and behaviours. Policymakers and practitioners can gain fresh insights into the complexity of sustaining the business activities and financial performance of SMEs through the core competencies and innovativeness. Originality/value The extant literature has revealed that entrepreneurship, leadership, expertise and innovativeness are considered key factors in promoting financial performance, yet little is known about the combined effects of the core competencies on financial performance through innovativeness for owner-managed SMEs in the context of a developing country. The study makes an important contribution to filling this research gap.

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Krabec, Tomáš, Romana Čižinská, and Barbora Rýdlová. "Deconstruction of Inherent Goodwill Generated in Owner-Managed Companies in the Czech Republic." International Advances in Economic Research 27, no. 3 (August 2021): 253–55. http://dx.doi.org/10.1007/s11294-021-09834-3.

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Palm, Tobias Michael. "Making a Difference: A Literature Review of Management Practices in Owner-Managed Companies." Academy of Management Proceedings 2021, no. 1 (August 2021): 12863. http://dx.doi.org/10.5465/ambpp.2021.12863abstract.

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Westhead, Paul. "Survival and Employment Growth Contrasts between Types of Owner-Managed High-Technology Firms." Entrepreneurship Theory and Practice 20, no. 1 (October 1995): 5–28. http://dx.doi.org/10.1177/104225879502000101.

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This paper examines performance differences between “types” of owner-managed high-technology businesses. Four distinct types of firms are Identified. Technically qualnled spln-out founders“ were the most likely to survive, whilst “young firms with limited technical networks established by Inexperienced founders” were the least likely. Firms In clusters 2 (“technically qualified novice founders utilizing the financial network”) and 1 (“technically qualified spln-out founders”) were more likely to experience employment growth.

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Truong, Chuong Minh. "Small and medium sized enterprises: clustering and owner manager’s typology." Science and Technology Development Journal 18, no. 4 (December 30, 2015): 25–33. http://dx.doi.org/10.32508/stdj.v18i4.967.

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SMEs are established and managed by owner managers. Their personality traits, demographics impact the enterprise’s managerial system and performance. This study aims at clustering the SMEs to find out the clustering structure via these stated above factors, then, defining a set of criteria to recognize the owner managers’ typology and predicting the enterprise performance. Clustering method has been applied to analyze 240 enterprises into 3 clusters differentiating with each other basing on the personality traits, particularly, innovation, demographics, strategic management and organizational functional structure. These factors are encapsulated into a set of criteria for owner manager’ typology definition and prediction of the enterprise performance. Relations among these factors in each cluster were also recognized.

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Tagiuri, Renato, and John A. Davis. "On the Goals of Successful Family Companies." Family Business Review 5, no. 1 (March 1992): 43–62. http://dx.doi.org/10.1111/j.1741-6248.1992.00043.x.

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Providing clear goals for a company and communicating them are among the most powerful means for guiding the behavior of the people in an organization. In this article, we explore the range of objectives or goals of family-owned and -managed companies and identify those most commonly regarded as important by owner-managers. Further, we describe six major empirical dimensions of goals that we derived by factor-analytic procedures. Finally, we suggest how researchers, managers, and consultants can use our work to help owner-managers clarify and communicate their goals.

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Chokuda, Tinevimbo Santu, Njabulo Nkomazana, and Wilford Mawanza. "A Bank Failure Prediction Model for Zimbabwe: A Corporate Governance Perspective." Journal of Economics and Behavioral Studies 9, no. 1(J) (March 12, 2017): 207–16. http://dx.doi.org/10.22610/jebs.v9i1(j).1573.

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The primary objective of this study was to come up with a bank failure prediction model for Zimbabwe. The research sample comprised five failed commercial banks that were operational in 2003 as well as five non-failed commercial banks that were operational during that same period. The model developed in this research was applied to each of these banks and a failure classification awarded. Out of a sample of ten banks, the model misclassified one bank as failed instead of non-failed and this signified a strong predictive power. Results revealed a distinct pattern of owner managed banks being predicted to fail while those banks run by professional managers, divorced from ownership, were getting high passes, a sign of stability. Some owner managed entities were predicted as non-failing and this was interpreted as emanating from a strong presence of institutional and other outside shareholders with a significant shareholding in the banks and thus eliminating shareholder concentration. The findings from the research showed that owner managers were more likely to commit corporate governance abuses than professional managers. It was concluded that corporate governance factors significantly contributed to the bank failures experienced in Zimbabwe between 2003 and 2004. As a result, banks need to focus more on corporate governance factors to avoid failures in the future.

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Chokuda, Tinevimbo Santu, Njabulo Nkomazana, and Wilford Mawanza. "A Bank Failure Prediction Model for Zimbabwe: A Corporate Governance Perspective." Journal of Economics and Behavioral Studies 9, no. 1 (March 12, 2017): 207. http://dx.doi.org/10.22610/jebs.v9i1.1573.

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The primary objective of this study was to come up with a bank failure prediction model for Zimbabwe. The research sample comprised five failed commercial banks that were operational in 2003 as well as five non-failed commercial banks that were operational during that same period. The model developed in this research was applied to each of these banks and a failure classification awarded. Out of a sample of ten banks, the model misclassified one bank as failed instead of non-failed and this signified a strong predictive power. Results revealed a distinct pattern of owner managed banks being predicted to fail while those banks run by professional managers, divorced from ownership, were getting high passes, a sign of stability. Some owner managed entities were predicted as non-failing and this was interpreted as emanating from a strong presence of institutional and other outside shareholders with a significant shareholding in the banks and thus eliminating shareholder concentration. The findings from the research showed that owner managers were more likely to commit corporate governance abuses than professional managers. It was concluded that corporate governance factors significantly contributed to the bank failures experienced in Zimbabwe between 2003 and 2004. As a result, banks need to focus more on corporate governance factors to avoid failures in the future.

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Brown, Douglas M., and Arthur Snow. "The Effects of Product Price Uncertainty on the Owner-Managed Firm: Theory and Evidence." Southern Economic Journal 56, no. 3 (January 1990): 705. http://dx.doi.org/10.2307/1059371.

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Baier-Fuentes, Hugo, Nelson A. Andrade-Valbuena, Maria Huertas Gonzalez-Serrano, and Magaly Gaviria-Marin. "Bricolage as an effective tool for the survival of owner-managed SMEs during crises." Journal of Business Research 157 (March 2023): 113608. http://dx.doi.org/10.1016/j.jbusres.2022.113608.

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Schulze, William. "Socio-emotional wealth and family: revisiting the connection." Management Research: Journal of the Iberoamerican Academy of Management 14, no. 3 (November 21, 2016): 288–97. http://dx.doi.org/10.1108/mrjiam-09-2016-0694.

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Purpose In this commentary, the author aims to question whether the socio-emotional wealth (SEW) construct should be limited to family firms by noting that non-family owners and founders, i.e. those who yet have to involve family in their enterprise‘s operations, management or ownership, are also motivated to maximize their socioemotional wealth. Design/methodology/approach The concept of SEW has generated significant traction in the family business literature and motivated an important body of work about how SEW alters decision-making in family firms. Professors Martin and Gomez–Mejia (this issue) extend past contributions by teasing apart complex relationships among the underlying dimensions of the construct. However, the domain of that paper, as well as the SEW construct, has heretofore been limited to family firms. The author builds his commentary on the work of Martin and Gomez–Mejia (this issue) to argue that the notion that SEW shapes decision-making in the owner controlled and owner-managed non-family firms, as well as family firms. Findings The author’s overarching conclusion is that there are several dimensions in which family interests materially alter decision-making but others in which family likely plays a moderating and possibly even a suppressor role. The surprising implication is that it may not be SEW per se that distinguishes family firms from non-family firms but rather how the family dynamic alters the influence of SEW on outcomes of interest. Originality/value Acknowledging that personal and familial SEW have a common foundation allows one to sharpen the research focus and shift it from questions about how SEW might alter decision-making in family firms to questions about how the presence of family members alters the influence of SEW on decision-making in owner-controlled and owner-managed firms. This commentary explicates the argument and offers some suggestions about how this re-framing might allow for the extension of the SEW concept from the family firm to its influence on founder-managed and non-family firms.

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Mican, Viktor, and Jan Česelský. "Description of the State of Public Buildings Property Management in the Czech Republic." Applied Mechanics and Materials 584-586 (July 2014): 2462–65. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2462.

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Securing a good technical condition of the building and the technical equipment is an essential part of the management of each property owner. The buildings form a background for the purpose of building use and indirectly significantly influence the smooth running of the entire operation. Therefore, it is very important for each owner that this background works seamlessly and it is not discussed too often.Within the technical management, the technical condition of the property of the customer is completely organized. The professional approach and modern technical facilities increase the life of the building and thereby inflate the value of assets and level of benefit from it.Property and its environment make a reputation of its owner. Well technically managed property increases convenience for users and is a good sign for those who visit it.

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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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Girma, Belay Getachew. "Managerial discretion and structures in organizations: The case of Addis Ababa, Ethiopia." Frontiers in Management and Business 1, no. 2 (2020): 45–50. http://dx.doi.org/10.25082/fmb.2020.02.002.

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Due to the turbulent of business environment, complexity of managing human resource and volatility of customer needs, it is a formidable managerial task to design structures which will be suitable to meet such requirements and free to exercise course of action for managerial discretion. However, in most of the case the structure type that can be designed and implemented in many organizations are to the interest of stakeholders and owners. Research also shows that the latitudinal action of management staffs and autonomous decisions are a theme of discussion in managerial discretion. The researcher used a conceptual study of both a qualitative and quantitative approach coupled with case study for this study. Based on the study, the research findings show that organizations that have managed by owner-manager has less experienced managerial discretion, and thereby came to conclude that managers who are free to choose course of action have led to company success than those company which managed by owner-manager.

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Utama, Rafical Cahaya, Indra Gumay Febryano, Susni Herwanti, and Wahyu Hidayat. "Marketing Channels of Sengon (Falcataria moluccana) on the Local Community Sawn Timber Industry in Sukamarga Village, Abung Tinggi Sub-district, North Lampung Regency." Jurnal Sylva Lestari 7, no. 2 (May 28, 2019): 195. http://dx.doi.org/10.23960/jsl27195-203.

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Marketing channel is one of the influencing factors for sustainability sawmills managed by local people that use sengon timber as raw materials. The research objective is to explain the marketing channel for sengon sawn timber derived from sawmills managed by local people. Data were collected through interviews and observation; where the fifth respondents for interviews; were selected by purposive sampling. The collected data were then analyzed qualitatively to determine the marketing channels of sengon sawn timber. The results show that there are four marketing institutions, namely: sawmill, woodshop in Kotabumi, industry outside of the Kotabumi, and broker. The four institutions form three marketing channels: (1) sawmill – woodshop in Kotabumi – industries outside of the Kotabumi, (2) sawmill – industry outside of the Kotabumi, and (3) sawmill – broker – industry outside of the Kotabumi. A business will be more profitable when the sawmill owner purchased logs directly from the farmers, henceforth the benefits of both the farmers and the sawmill owner will be maximized.Keywords: marketing, marketing channels, Falcataria moluccana, sawmill, sawn timber

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Canil, Jean M., and Bruce A. Rosser. "How toeholds become footholds." Corporate Ownership and Control 4, no. 3 (2007): 25–41. http://dx.doi.org/10.22495/cocv4i3p2.

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We document empirical evidence that bidders tailor their takeover strategy when facing entrenched target managers. Key elements of a takeover strategy comprise the toehold purchase and the initial bid premium. We find that toeholds are acquired in cognizance of the principal outsider and target management block. Bidders’ free rider cost savings are measured by the product of the toehold and the initial bid premium. Several relationships are identified. Initial bid premiums for targets characterized by entrenchment are comparatively low and result in low free rider benefits to bidders. To avoid overpayment, bidders do not compensate entrenched managers for lost private benefits. Instead, in entrenchment scenarios toeholds are optimized with respect to the principal outsider as well as the target management block in order to create a foothold that neutralizes entrenchment. At the median toeholds match the spread between the principal outsider and the target management block in entrenchment scenarios, are about double the spread for shareholder-aligned targets and much smaller for owner-managed targets. Takeovers of owner-managed targets rely more on a higher offer price.

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Jin, Xia Jie, and Cai Xing Lin. "Information Integrated Management of Large-Scale Chemical Engineering Projects Based on Owner." Advanced Materials Research 327 (September 2011): 203–9. http://dx.doi.org/10.4028/www.scientific.net/amr.327.203.

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As an important content of engineering project management, information integrated management system is a public service platform of the whole system integrate management. In some way, the engineering project management is equal to project information management. Under the theory of information integration, this paper analysis the important role of the owner in the information integrated management, and puts forward the large-scale chemical engineering project information integrated management should take the owner as main integrator and controller. Then, This paper research on the basic conditions for chemical engineering project information integration, Based on this, it build up three layers information integrated management system of large-scale chemical engineering projects based on owner; and analysis and researched the construction and implemented methods of data storage layer 、data managed and shared layer、application layer. Providing a mind of constructive about information integrate management of chemical engineering projects.

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Byoung Gon Kim and 김동욱. "Major Shareholder Ownership and Business Diversification: The Consequences of Owner-managed and Agent-led Firm." Korean Journal of Financial Engineering 9, no. 2 (June 2010): 103–27. http://dx.doi.org/10.35527/kfedoi.2010.9.2.005.

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Hutchinson, Robert W. "The capital structure and investment decisions of the small owner-managed firm: Some exploratory issues." Small Business Economics 7, no. 3 (June 1995): 231–39. http://dx.doi.org/10.1007/bf01135368.

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Dean, Sylvia Melodye. "Characteristics of African American Family-Owned Businesses in Los Angeles." Family Business Review 5, no. 4 (December 1992): 373–95. http://dx.doi.org/10.1111/j.1741-6248.1992.00373.x.

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This article presents findings from an investigation of businesses owned and managed by African American families in the Los Angeles area. Its dual purposes are to identify salient characteristics and to explore commonly held assumptions about African American family businesses and their owner-managers. Several widely held beliefs about African American family businesses were not supported.

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