Working in small family businesses: empirical comparisons to non-family businesses

1997 ◽  
Vol 18 (3) ◽  
pp. 297-312 ◽  
Author(s):  
TERRY A. BEEHR ◽  
JOHN A. DREXLER ◽  
SONJA FAULKNER
Keyword(s):  
Family Businesses ◽  
Small Family

scholarly journals Türkiye'de Tarım Sektöründeki Küçük Aile İşletmelerinin Pazarlama Desteklemeleri Üzerine Bir Güven Oyunu

2021 ◽  
Vol 9 (1) ◽  
pp. 98-105
Author(s):  
Tuğçe Kızıltuğ ◽  
Erdal Dağıstan
Keyword(s):  
Game Theory ◽  
Food Supply ◽  
Food Production ◽  
Family Businesses ◽  
Current Position ◽  
Sudden Drop ◽  
The Public ◽  
Small Family ◽  
Qualified Personnel ◽  
The Game Theory

It is an important issue for small family businesses, which cannot keep up with the development of technology, you maintain their current position in the competition market and to increase their share of efficiency. Small family businesses meet a need about 80% of food production. Withdrawg these enterprise from the market may bring about a sudden drop in food supply. The aim of this study is to demonstrate to providing marketing training to small family businesses, how farmers can increase skills, production and profitability. Realization of these expectations will be possible with the support of big business or the public. In this study, using the game theory, possible strategies between two players (project founder and farmer) were taken into consideration and the gains to be obtained at each stage were found. As a result, it was concluded that cooperating with the investment institution and the farmer who received the training would increase the profit. This result is underlie of trust, cooperation and organization. Thus, while the production increases, the shortage of qualified personnel will decrease and contribution to employment will be provided. It will also contribute to overcoming technology-related marketing problems.

Small family business in Russia: formal or informal?

2018 ◽  
Vol 38 (9/10) ◽  
pp. 809-822 ◽  
Author(s):  
Alexander Chepurenko
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Family Members ◽  
Family Businesses ◽  
Entrepreneurial Activity ◽  
Small Scale ◽  
Content Type ◽  
Small Family ◽  
Scale Family ◽  
Russian State

Purpose The purpose of this paper is to deal with informal entrepreneurial activity of micro and small family businesses in the specific transitional environment. Design/methodology/approach The paper uses two cases – an informal micro business (“marginal” family business), and a formal retail small firm (“simpleton” family firm), respectively, of a panel conducted in 2013–2015 in Moscow. Findings First, the real distribution of responsibilities between family members is informal; it relies more on interpersonal trust and “common law.” Second, exactly the ease of governing such trust-based businesses for the founders’ generation sets limits of succession of small-scale family businesses. Third, as trust in the state is very low, the policy of Russian authorities to quickly force informal entrepreneurs to become legalized is substantially wrong; the results would be either a transformation of “simpleton” into “marginal” businesses or quitting business. Research limitations/implications Research limitations of the study are the number of observations and the localization of the panel only in the capital of Russia. Practical implications The fundamental failure of Russian State policy toward small-scale family businesses is its attempt to convince “marginal” to formalize and to oppress “simpleton” family businesses pushing them into informality. In fact, it should be designed vice versa: tolerate “marginal” businesses and let them to “live and die” while shaping a friendly environment for “simpleton” family firms. Originality/value The paper argues that the most important facet of informality in small family entrepreneurship is the informal property rights and governance duties’ distribution among the family members.

The Impact of Marketing Strategy in Small Family Businesses

2015 ◽  
pp. 1695-1707 ◽  
Author(s):  
Anastasios Ntanos ◽  
Stamatios Ntanos
Keyword(s):  
Marketing Strategy ◽  
Economic Crisis ◽  
Second Generation ◽  
Family Businesses ◽  
Previous Model ◽  
Crisis Period ◽  
Small Family ◽  
First And Second Generation ◽  
The Impact ◽  
Structured Questionnaire

This chapter refers to small family businesses in Greece and examines the impact of their marketing strategy during an economic crisis period. The research took place in the broad area of Athens between December 2011 and March 2012. Data were collected to form a database of Greek independent private family companies (n=380) using personal interviews (structured questionnaire) with owners/managers of first- and second-generation family businesses. The chapter shows how small family businesses indicate marketing strategy using Carson's model. Limitations of expertise outline the marketing background, which can be described as “self-assisted.” The research offers a verification of a previous model so that problems that arise from companies not putting into practice any marketing concepts can be examined. The significance of the chapter is that there have not formerly been any reviews made about Carson's model in Greece during the economic crisis period emphasizing family businesses.

Introduction of accounting practices in small family businesses

2017 ◽  
Vol 14 (2) ◽  
pp. 111-136 ◽  
Author(s):  
Esperanza Huerta ◽  
Yanira Petrides ◽  
Denise O’Shaughnessy
Keyword(s):  
Family Business ◽  
Perceived Competence ◽  
Family Businesses ◽  
Service Industries ◽  
Business Practices ◽  
Managerial Accounting ◽  
Content Type ◽  
Small Family ◽  
The Family ◽  
Small Family Business

Purpose This research investigates the introduction of accounting practices into small family businesses, based on socioemotional wealth theory. Design/methodology/approach A multiple-case study was conducted gathering data through interviews and documents (proprietary and public). The sample included six businesses (five Mexican and one American) from different manufacturing and service industries. Findings It was found that, although owners control the implementation of accounting practices, others (including family employees, non-family employees and external experts) at times propose practices. The owner’s control can be relaxed, or even eliminated, as the result of proposals from some family employees. However, the degree of influence of family employees is not linked to the closeness of the family relationship, but rather to the owners’ perceived competence of the family employee, indicating an interaction between competence and experience on one side, and family ties on the other. Research limitations/implications First, the owners chose which documentary data to provide and who was accessible for interviews, potentially biasing findings. Second, the degree of influence family employees can exert might change over time. Third, the study included a limited number of interviews, which can increase the risk of bias. Finally, all firms studied were still managed by the founder. It is possible that small family businesses that have undergone a succession process might incorporate accounting practices differently. Practical implications Organizations promoting the implementation of managerial accounting practices should be aware that, in addition to the owner, some family employees and external experts could influence business practices. Accountants already providing accounting services to small family business are also a good source for proposing managerial accounting practices Originality/value This study contributes to theory in four ways. First, it expands socioemotional theory to include the perceived competence of the family employee as a potential moderator in the decision-making process. Second, it categorizes the actors who can influence managerial accounting practices in small family businesses. Third, it further refines the role of these actors, based on their degree of influence. Fourth, it proposes a model that describes the introduction of managerial accounting practices in small family business.

Impact of Knowledge Management Processes for Sustainability of Small Family Businesses: Evidences from the Brassware Sector of Moradabad (India)

2016 ◽  
Vol 15 (04) ◽  
pp. 1650040 ◽  
Author(s):  
Priya Dhamija Gupta ◽  
Sonali Bhattacharya
Keyword(s):  
Knowledge Management ◽  
Family Firms ◽  
Family Relationship ◽  
Uttar Pradesh ◽  
Family Businesses ◽  
Business Growth ◽  
Technology Acquisition ◽  
Small Family ◽  
Management Processes ◽  
Cross Case Analysis

In this research paper, we have studied the role and process of knowledge management in small family businesses at different stages of its growth: startup, business consolidation and succession. We intend to study if in family run MSME clusters education of firm owner gives any edge in the sustainability of the business. There is lack of availability of literature on study of Indian MSME with family business perspective. Our study encompasses factors that stimulate innovation, technology acquisition and business growth and sustainability. Evidences have been drawn from brass manufacturing cluster of Moradabad, Uttar Pradesh, India. The research is based on cross-case analysis of six brassware manufacturing units of Moradabad. We attempted to build on existing literature reviews on knowledge management process in family firms and assess how these theories fit in case of small family run export oriented enterprises, which are highly competitive. It was found family relationship, attitude to learn, critical thinking and social capital are keys in determining sustainability of these firms. A theoretical model has been curved out of the study.

scholarly journals An Approach for Analyzing the Vulnerability of Small Family Businesses

Systems ◽  
2016 ◽  
Vol 4 (1) ◽  
pp. 3 ◽  
Author(s):  
Lisa Cowan ◽  
Vic Wright
Keyword(s):  
Family Businesses ◽  
Small Family

Intergenerational Transition in a Small Family Business

2014 ◽  
pp. 131-147 ◽  
Author(s):  
Carlo Mari ◽  
Olimpia Meglio
Keyword(s):  
Family Business ◽  
Second Generation ◽  
Family Businesses ◽  
Wealth Creation ◽  
Italian Family ◽  
Small Family ◽  
Time Periods ◽  
Nuanced Understanding ◽  
Intergenerational Transition ◽  
Prevailing View

Family businesses constitute the key infrastructure of wealth creation across the globe. One of the most important human-resource challenges they face is intergenerational transition, an issue that has received considerable attention from scholars in various countries. Despite this great interest, academics are still attempting to understand the phenomenon and provide effective managerial guidance on how family businesses can make it to the second generation. This chapter seeks to contribute to family business research by offering a more nuanced understanding of intergenerational transition that builds on a conceptualization of the phenomenon as a process rather than the prevailing view of it as an instantaneous event. In order to capture the processual nature of intergenerational transition, evidence is presented from a field study carried out in a small Italian family business that was the arena of three different intergenerational transitions taking place at different time periods. The evidence gathered suggests that the process is shaped by interaction of the different parties involved, who renegotiate their roles as it unfolds, with various factors playing a part.

Sign in / Sign up

Export Citation Format

Share Document