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Статті в журналах з теми "Family-owned business enterprises – Canada – Management"
Anastakis, Dimitry. "From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904–2004." Business History Review 78, no. 2 (2004): 213–53. http://dx.doi.org/10.2307/25096866.
Повний текст джерелаQuarter, Jack. "Recent Trends in the Worker-Ownership Movement in Canada: Four Alternative Models." Economic and Industrial Democracy 11, no. 4 (November 1990): 529–52. http://dx.doi.org/10.1177/0143831x9001100405.
Повний текст джерелаKant, Shashi. "Recent global trends in forest tenures." Forestry Chronicle 85, no. 6 (December 1, 2009): 849–58. http://dx.doi.org/10.5558/tfc85849-6.
Повний текст джерелаGravel, Sylvie, Daniel Côté, Stéphanie Gladu, and France Labrèche. "O1E.4 Electronic waste recycling in québec, canada: hiring practices and occupational health and safety management." Occupational and Environmental Medicine 76, Suppl 1 (April 2019): A11.2—A11. http://dx.doi.org/10.1136/oem-2019-epi.30.
Повний текст джерелаGulbrandsen, 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.
Повний текст джерелаDenison, Daniel, Colleen Lief, and John L. Ward. "Culture in Family-Owned Enterprises: Recognizing and Leveraging Unique Strengths." Family Business Review 17, no. 1 (March 2004): 61–70. http://dx.doi.org/10.1111/j.1741-6248.2004.00004.x.
Повний текст джерелаPinzón-Castro, Sandra Yesenia, Gonzalo Maldonado-Guzmán, and José Trinidad Marín-Aguilar. "Innovation Adoption in Mexican Small Family Firms." International Business Research 11, no. 4 (February 23, 2018): 7. http://dx.doi.org/10.5539/ibr.v11n4p7.
Повний текст джерелаde Kok, Jan M. P., Lorraine M. Uhlaner, and A. Roy Thurik. "Professional HRM Practices in Family Owned-Managed Enterprises*." Journal of Small Business Management 44, no. 3 (July 2006): 441–60. http://dx.doi.org/10.1111/j.1540-627x.2006.00181.x.
Повний текст джерелаGubitta, Paolo, and Martina Gianecchini. "Governance and Flexibility in Family-Owned SMEs." Family Business Review 15, no. 4 (December 2002): 277–97. http://dx.doi.org/10.1111/j.1741-6248.2002.00277.x.
Повний текст джерелаNordstrom, Onnolee, and Jennifer E. Jennings. "Looking in the Other Direction: An Ethnographic Analysis of How Family Businesses Can Be Operated to Enhance Familial Well-Being." Entrepreneurship Theory and Practice 42, no. 2 (December 28, 2017): 317–39. http://dx.doi.org/10.1177/1042258717749236.
Повний текст джерелаДисертації з теми "Family-owned business enterprises – Canada – Management"
Adams, Leigh Christie. "The cultural determinants of success in Indian owned family businesses." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1258.
Повний текст джерелаFarndell, Mark. "The role of governance: family owned butchery." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1509.
Повний текст джерелаMusengi, Sandra. "Passing the spear : a grounded theory study of the influence of family business value sets on succession planning in black family-owned businesses." Thesis, Rhodes University, 2007. http://hdl.handle.net/10962/d1007056.
Повний текст джерелаMienie, Carel Johannes Hendrik. "Perspectives on multi-generational family business success." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96218.
Повний текст джерелаFamily businesses struggle to be sustainable over multiple generations. In fact, most family businesses do not survive past the second generation. With this study the goal of the researcher was to provide family businesses with a conceptual model which could assist them to become multi-generational financially sustainable. This goal was achieved by answering the main research question, namely: What are the critical elements that a family business should consider continuously in order to ensure multi-generational financial sustainability? Those critical elements that a family business should consider were firstly explored through a literature review process. From this literature review a preliminary conceptual model was developed. Secondly, seven family business experts, with a total of 176 years of family business experience among them, were selected in order to gain their perspectives on the critical elements that family businesses should consider to be sustainable over multiple generations. They were also requested to evaluate the preliminary conceptual model and were invited to make suggestions for the improvement thereof. This exercise provided the researcher with ample information in order to create a valid final conceptual model, which in this study is referred to as: The Family Business Success Map. During the final part of this research study, the Family Business Success Map was applied to an existing multi-generational family business in order to evaluate the processes which it followed during two situations of succession, and some recommendations were made. This study can contribute towards the field of family business management through the development of a conceptual model, the Family Business Success Map. This can be used by owners and advisors to help family businesses to implement those critical practices that successful multi-generational family businesses have followed. The study found that family businesses needed to become more structured and professional. It further found that there were five critical practices which successful family businesses followed in order to be sustainable over the long term. Those five critical practices were conceptualised in the Family Business Success Map. The basis for all five practices is good governance, transparent communication and an entrepreneurial orientation. The challenge for family businesses is to grow their businesses faster than their families. In order to accomplish this, family businesses need to invest continuously in the entrepreneurial development of their management. This study found that the first practice which successful family businesses followed was that they formally planned for succession. This plan should clearly state what the ground rules of succession are and should be revisited and adjusted continuously. The plan should provide for both ownership and management succession. The second practice which successful family businesses followed was that they were governed by Advisory Boards. These boards should meet regularly and should preferably include some independent members. Continuous development of board members is important. This forms part of the critical element: the practice of leadership. Furthermore, it was found that the third practice which successful family businesses followed was that they had a formal strategic plan in place. They also recommended that the trusted advisors of the family businesses should be involved in the process of formulating the strategic plan. Family harmony, the fourth critical practice, could be accomplished through transparent and comprehensive communication from the businesses to the families. Through the establishment of formal family meetings, family matters that were not business-related, could be dealt with. The last of the five critical practices which successful family businesses followed was the use of cost accounting management practices, not only in their normal business decisions, but in strategic decision-making as well.
Wong, Kin-ki, and 王建圻. "The problems of managing control in Chinese family firms: the case of Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B30088239.
Повний текст джерелаTheron, Gerhard. "The relevant unique factors and issues affecting family businesses in general." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52015.
Повний текст джерелаENGLISH ABSTRACT: Family businesses are increasing in the western societies. They will continue to play an important role in most economies. There is a growing interest among young people to get involved in family businesses. It is therefore important that issues and factors influencing the behaviour of family businesses be highlighted and understood by those interested in family businesses. This study investigates the dynamics in family businesses and concludes on the issues of remuneration, conflict and succession. The family business is a composition of two complex systems, family and business, with at its lead an entrepreneur. Entrepreneurs are the "green barets" of our economy, they are the people with guts, who survive on a mixture of unwarranted confidence and blind hope. This study focused on the issues of remuneration, conflict and succession as described in literature. Founders/managers should be sensitive to these issues and the management thereof. The emotions involved in family businesses make them unique compared to other businesses. Businesses that fail to address these issues will experience more problems than businesses which proactively deal with the issues. The results of this research indicate that family business globally experience similar dynamics. It is suggested that founders/managers make an effort to uncover the issues threatening the health of their business and address them.
AFRIKAANSE OPSOMMING: Familie ondememings is aan die toeneem in die westerse gemeenskappe. Dit het in die verlede en sal soveel te meer in die toekoms 'n belangrike rol vertolk in meeste ekonomië. Daar is 'n toenemende belangstelling onder jong entrepreneurs in familie besighede. Dit is dus belangrik dat die realiteite en faktore wat in familie besighede teenwoordig is, onder entrepreneurs se aandag gebring word sodat hulle nie oningelig is nie. Hierdie studie het juis ten doel om die sake rakende konflik, vergoeding en opvolging na te vors. Familie besighede is die samevoeging van twee komplekse sisteme naamlik familie en besigheid, met 'n entrepeneur aan die stuur van hierdie kombinasie. Entrepreneurs word beskou as die baanbrekers van die ekonomie, hulle beskik oor deursettingsvermoë, geloof en hoop. Hierdie tesis beskou vergoeding, konflik en opvolging vanuit 'n literatuur oogpunt. Dit is van kardinale belang dat stigters/bestuurders van familie besighede sensitief is vir hierdie aspekte en dit bestuur. Die uniekheid van familie besighede stem van die emosies daarbinne af. Besighede wat versuim om aandag aan hierdie dinamika binne familie besighede te gee, kan meer algemene probleme verwag as die besighede wat wel proaktief optree. Hierdie studie kom tot die gevolgtrekking dat familie besighede oor die wêreld heen soortgelyke probleme ervaar. Daar word voorgestel dat eienaars/stigters/bestuurders daadwerklik aandag gee aan die faktore en realiteite wat die gesondheid van familie besighede bedreig.
Govender, Rowan. "An examination of succession planning approaches in family owned businesses : a case study of two businesses in East London, South Africa." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1621.
Повний текст джерелаTuck, Gaynaé. "A critical analysis of the impact of changing trends in legislation on the management of family businesses." Thesis, Port Elizabeth Technikon, 2003. http://hdl.handle.net/10948/211.
Повний текст джерелаGwiliza, Nwabisa. "Strategies for sustaining family business through succession planning and family creed." Thesis, Nelson Mandela Metropolitan University, 2005. http://hdl.handle.net/10948/193.
Повний текст джерелаFox, Roderick Charles. "Successful implementation of succession planning: second generation." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1012445.
Повний текст джерелаКниги з теми "Family-owned business enterprises – Canada – Management"
Family business. Mason, Ohio: Thomson/South-Western, 2004.
Знайти повний текст джерелаGemma, Baulenas, and Coma-Cros Joan, eds. Family business models: Practical solutions for the family business. Basingstoke: Palgrave Macmillan, 2010.
Знайти повний текст джерелаMcMillan, Kristi S., Torsten M. Pieper, and Joseph H. Astrachan. The family business: Critical perspectives on business and management. New York: Routledge, 2012.
Знайти повний текст джерелаIbrahim, A. Bakr. Family business management: Concepts and practice. Dubuque, Iowa: Kendall/Hunt Pub. Co., 1994.
Знайти повний текст джерелаManaging your family business. [Menlo Park, CA]: Crisp Publications, 1994.
Знайти повний текст джерелаAronoff, Craig E. Family business compensation. 2nd ed. New York, NY: Palgrave Macmillan, 2011.
Знайти повний текст джерелаAronoff, Craig E. Family business compensation. 2nd ed. New York, NY: Palgrave Macmillan, 2011.
Знайти повний текст джерела1945-, Ward John L., ed. Family business governance: Maximizing family and business potential. New York, NY: Palgrave Macmillan, 2011.
Знайти повний текст джерелаGordon, Grant. Family Wars. London: Kogan Page Publishers, 2008.
Знайти повний текст джерелаSchuman, Amy M. Family business as paradox. New York, NY: Palgrave Macmillan, 2010.
Знайти повний текст джерелаЧастини книг з теми "Family-owned business enterprises – Canada – Management"
Mupepi, Mambo Governor, Patience Taruwinga, and Wafaa A. Al-Rabayah. "Can the Usage of Social Media Increase the Gregariousness of the Family to Grow Successful Family-Owned Businesses?" In Advances in Marketing, Customer Relationship Management, and E-Services, 224–45. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1686-6.ch012.
Повний текст джерелаSaleem, Irfan, Tahir Masood Qureshi, Muntazir Hussain, and Amitabh Verma. "Gulf Business Environment for the Arabic Family Firms." In Advances in Human Resources Management and Organizational Development, 231–49. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7164-4.ch014.
Повний текст джерелаТези доповідей конференцій з теми "Family-owned business enterprises – Canada – Management"
Markopoulos, Evangelos, Denis Ukperaj, and Hannu Vanharanta. "Democratic Management Succession in Balkan Family Businesses: Appointment of Family and nonfamily Members in Leadership Roles." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001521.
Повний текст джерела