Gotowa bibliografia na temat „Business enterprise-Family owned-India”

Globally, family-owned businesses are the oldest and most predominant form of an enterprise, forming an integral part of the organised and unorganised sectors of free economies. Over the years, with the greater longevity of family businesses in India, there has been a dynamic and strategic shift in Indian families from being ‘family businesses’ to ‘business families’. This shift has come with its own set of challenges, most critical among them being the challenges related to ‘human capital’ for these businesses. The need to balance familial relationships with the pragmatism of business is a unique interplay which creates multiple complexities and inter-related issues for all family members alike. With close to 75 per cent of the Indian workforce employed by family-owned businesses, it is important to dive deeper into the human resources (HRs) function in Indian Family businesses. Our endeavour is to understand the challenges of HRs in a family business and how this differs from larger corporations or non-family businesses.

Learning outcomes This case provides insights about the importance of market research, market segmentation, distribution, product positioning, branding and advertising for a small but growing enterprise. This case provides insights into nuances about organizing and running a family-owned small business –Bhuira Jams has to objectively decide on its way-forward which can be a pure social enterprise or a pure commercial enterprise. This case provides understanding regarding the differences between the two models in terms of funding, accounting, legal, marketing and operational aspects. Case overview/synopsis In January 2017, Linnet Mushran had just won an award from the PHD Chamber of Commerce for her work in generating local employment for rural women in the village Bhuira, Himachal Pradesh, India. This award did make her feel happy. However, more than happiness, it got her thinking as to how would Bhuira Jams – the child born out of her passion for mountains and out of the desire to do something good survive in the coming years? Bhuira Jams was never designed like a formal business. Being a family run socially relevant business, Bhuira Jams faces the challenge of operational efficiency, along with an uphill task in marketing and distribution. Almost 35 per cent of its sales comes from Fabindia, which re-sells the Bhuira products under the Fabindia label. Thus, currently there is very little focus and expenditure in Bhuira on marketing and distribution. Another challenge faced by Bhuira Jams is driven by the health and lifestyle changes occurring in the Indian society. Consumer preferences are shifting towards low fat diets, and there is growing Americanization of the Indian society. This can be a double whammy for Bhuira’s main product line of preserves, which are high on calorie and are traditionally British. Complexity academic level Bhuira Jams conceptually is close to a family owned business due to the involvement of husband, daughter-in-law and son-in-law of Linnet. Thus, this case provides insights into nuances about organizing and running a family owned small business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy

Using a Logistic regression model the present study investigates the important factors that influence on ease of doing business by the women entrepreneurs. The respondents are from the four different backward regions in West Bengal, India. The goodness of fit of the model is checked in terms of the Hosmer–Lemeshow test. Moreover, a large share of the women-owned business is a single person enterprise, generates lower revenues, and is smaller in size. The study shows that most women are engaged in small entrepreneurs to help their families financially. Though, women entrepreneurs are facing challenges of financing and non-cooperation from their family members. Even from non-cooperation from the family, they are engaged in entrepreneurship after managing their households’ work. The level of productivity will be enhanced significantly in case easy access to credit and support received from the family members. The support may be in terms of mental as well by helping in households’ work. Further, the application of the Welch’s t-test shows the non-existence of a significant difference in income level among the two groups, who have faced complexities and who have no complexities into running the entrepreneurship. To improve the socio-economic status of the female counterpart of the society, initiatives from the grassroots level are absolutely essential.

Purpose – This study/paper aims to create an understanding on how a firm develops dynamic capabilities in new strategic dimensions. Innovation in organizations is not an exclusive domain of large firms. Family-owned and -managed firms have aggressively integrated innovation. Focussed orientation towards product innovation combined with innovative capability and high levels of owner-manager motivation has helped translate technology-based family businesses into highly profitable and competitive ventures. Microlit, is a liquid handling product manufacturer producing high-quality, high-tech, cost-effective, single and multichannel micropipettes. Founded in 1988, by brothers Ajay and Atul Jain, it is based in Lucknow, Uttar Pradesh, India. The key contributor to the firm’s success has been its strong customer-oriented product designs. The challenge lies in development of dynamic capabilities to gain competence in new strategic dimensions? Would the firm be able to leverage its innovation drive? Design/methodology/approach – The case is based on primary and secondary testing of the case several times and filling the case gaps during the process. To authenticate information, multiple sources of information have been used. Findings – Dynamic capabilities are essential for a firm’s growth. The challenge is in continuously harnessing and managing it within a family business. Research limitations/implications – The findings are based on observations of one company and research carried through secondary sources, which may limit the theory creation. Practical implications – An enterprise largely competes on the basis of available talent, knowledge, competency and capability. Therefore, knowledge must be managed, and especially, from tacit to explicit. Originality/value – The case is original with the business family in its second generation striving to perform amidst professionalization and internationalization.

Women entrepreneurship is gaining importance all over the world for addressing the development issues of women. Since the inception of the five-year plans, the Government of India has been giving attention towards mitigating the development issues of women such as labour force participation, empowerment, education and gender inequality. Women-owned micro, small and medium enterprises (MSMEs) are contributing significantly towards the economic development of the nation through employment and income generation, poverty eradication, and by bringing entrepreneurial diversity in the economic activities. The handloom industry offers an appropriate setting to analyse the significance of the rural women-owned micro-enterprises towards local economic development. With archaic hand-operated looms, the production mechanism takes place mostly in the rural areas. The present article analyses the factors that affect tribal women to own a handloom micro-enterprise. It is based on primary data collected at firm level from two major tribes in Assam, namely Bodo and Mising. The data were collected from five different districts in Assam where tribal communities are operating handloom businesses. Within the framework of random utility model of economic choice, the findings of the probit model show that age, knowing other handloom micro-entrepreneurs, past history of family business, access to borrowing and risk-taking behaviour have significant and positive influences on the decision of a woman in becoming a handloom micro-entrepreneur. The study suggests for an all-inclusive policy approach for the overall development of handloom industry in the tribal areas.

Entrepreneurship refers to the process of creating wealth for the society with the entrepreneurial capability not only for the entrepreneur but also for the societal, government, and economy of nation cause by availing the opportunities in a fast-shifting social, political, legal and economic environment. The increasing rate of Start-ups has been registered over a couple of years and in maximum start-ups founders are male. Female entrepreneur is now initiating and performing at the digital platform. Females increasing number of enrolment in schools and higher education has contributed to innovative products and niche market. Women play a vital role in every sphere of life in the family and in building society as well. As far as an entrepreneur is concern there is insignificant participation of women entrepreneurs. In the 21st century, as women empowerment has become the main focus of discussion, the government and societies have identified the potentially women’s participation and their importance but still while creating policies women entrepreneur is ignored. The participation of women is necessary for socio-economic progress and for the large interest of any Nation. Strategy makers must understand the prerequisite for women entrepreneurs and avenues for women’s economic independence. The Government of India has defined women entrepreneurs as “An enterprise owned and controlled by women having a minimum financial interest of 51 per cent of the capital and giving at least 51 per cent of the employment generated in the enterprise to women. Women Entrepreneur is a person who accepts a challenging role to meet her personal needs and become economically independent.” This study analyses their current status causes that have provoked them to set free their entrepreneurial abilities into start-ups. The study will facilitate in understanding the women-entrepreneurship to researchers, policy-makers, educators and practitioners help them to foster a favourable conducive ecosystem for women-entrepreneur. This research study is based on secondary data where drawbacks in entrepreneurial policy are highlighted and some recommendations are given to promote the healthy growth of women entrepreneurs. As per scheme guidelines, in Entrepreneurship Awareness Programme(EAP) and Entrepreneurship Skill Development Programme (ESDP) there should be overall 40% women participation. This paper tries to analyze the participation of women startups in economic development and to identify various factors responsible for higher numbers of womenstartups. The causes of low female-start-up participation are difficult in access to finance and networks, responsibilities towards family and child-care, low level of confidence in business in women’s skills. This research paper tries to recommend some measures that can assist women’s entrepreneurial empowerment. This study also gives an insight into opportunity and prospect for female-entrepreneur and analyse start-up scheme of government to empower women entrepreneurs and the challenges they face.

The case talks about Hind Tea Pvt. Ltd (HTPL)-a small and medium enterprise (SME) in India that is 100% owned by Wadhwa family. HTPL procures processed tea from auctions and sells it to distributors under its own brand names. The case describes the journey of two brothers and how the next generation of the family takes over and aspires to make the company a national level player. These aspirations pose new demands on the owners and the business; the case talks about decision making in the family under such a scenario. The case poses interesting questions related to governance, professionalization, succession, and decision making in the family.