Suggestions for Developing Chinese Family Businesses

2015 ◽  
pp. 169-187
Keyword(s):  
Family Businesses ◽  
Chinese Family

Institutional complexity and family business development: a case study of the Charoen Pokphand group

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bo Wang ◽  
Qiang Liang ◽  
Lihong Song ◽  
Erming Xu
Keyword(s):  
Family Business ◽  
Family Values ◽  
Family Businesses ◽  
Chinese Family ◽  
Overseas Chinese ◽  
Institutional Complexity ◽  
Content Type ◽  
Equal Importance ◽  
Decision Making Processes ◽  
Dominant Period

Purpose With features of both “family” and “business,” family businesses must seek a balance between the emotional aspect of “family” and the economic aspect of “business” in its organizational and decision-making processes to ensure the sustainability of the family’s entrepreneurship. This study aims to focus on how internal institutional complexity combined evolves alongside the growth of the family business. Design/methodology/approach The research looks, from the perspective of institutional logic, into the Charoen Pokphand Group, which is an epitome of overseas Chinese family businesses and proceeds to build a model of family business growth in the context of institutional complexity. Findings The research finds that as a family business grows, institutional complexity inside the organization would change from aligned period to sustaining period and then to dominant period. Then further elucidates the process of proactive response in different stages of the development of a family business. Attaching equal importance to the cultivation of entrepreneurship and to the continuation of family values and culture is the crucial mechanism by which Chinese family businesses seek a balance between family logic and business logic. Originality/value This paper unveils the change of institutional complexity in the evolution of family businesses and the process of action of its agency as an organization, and simultaneously partly reveals the features of entrepreneurship that overseas Chinese family businesses have as they grew, which is of positive significance for exploring and building a path of growth unique to Chinese family businesses.

Cultural values and their implications to family business succession

2019 ◽  
Vol 10 (4) ◽  
pp. 281-292 ◽  
Author(s):  
Grisna Anggadwita ◽  
Werda Bagus Profityo ◽  
Dini Turipanam Alamanda ◽  
Anggraeni Permatasari
Keyword(s):  
Cultural Values ◽  
Family Business ◽  
Family Businesses ◽  
Chinese Family ◽  
Content Type ◽  
The Family ◽  
Succession Process ◽  
Business Succession ◽  
Family Business Succession ◽  
Practical Implications

Purpose The family business is one of the business entities that contribute to the economy of a country. Succession in the family business occupies a strategic position, especially in maintaining the company’s sustainability. The Chinese family business has unique characteristics in maintaining and growing its business with the cultural values that underlie how their business. The purpose of this paper is to discuss the cultural values of Chinese ethnic and their implications in the succession process in small family businesses in Bandung, Indonesia. Design/methodology/approach This research uses a qualitative method with the in-depth interview method as a data collection technique. The sampling technique uses purposive sampling, while to test the validity of research data using a triangulation technique. A total of four small Chinese-owned family businesses participated as informants in this study. The study will identify the stage of succession process in the Chinese family business. Findings There are several stages identified in the succession planning of small Chinese-owned family business in Bandung which include succession antecedents, succession activities and desired outcomes. The results showed that small Chinese-owned family business in Bandung has not applied the rules and procedures in the succession process. Most of the Chinese family business in this research still holds Confucianism culture; they prioritize boys as business successors, who have a greater responsibility rather than successor with other gender. Practical implications Several implications are discussed. One of them is the Chinese family business holding cultural values in the process of family business succession. Originality/value This research is expected to provide theoretical and practical implications for academics and family companies with similar cases.

scholarly journals Coping with Growth Transitions: The Case of Chinese Family Businesses in Singapore

2001 ◽  
Vol 14 (2) ◽  
pp. 123-139 ◽  
Author(s):  
Wee-Liang Tan ◽  
Siew Tong Fock
Keyword(s):  
East Asia ◽  
World Bank ◽  
Multinational Enterprises ◽  
Success Factors ◽  
Family Businesses ◽  
Asia Pacific ◽  
Chinese Family ◽  
Depth Study ◽  
Growth Transitions ◽  
National Boundaries

Families control more than half of the corporations in East Asia (World Bank, 1999; World Bank, 1998). The contribution of family businesses to Asia's economic growth is predicated upon successfully growing their businesses. Many family businesses in East Asia, spanning countries such as Taiwan, Hong Kong, Indonesia, Singapore, and Malaysia, are Chinese owned and managed. Some claim that these businesses will never develop into full-fledged multinational enterprises because of their cultural heritage (Redding, 1990). However, some Chinese family businesses have successfully made the transition. This paper presents an in-depth study of five Chinese family businesses in Singapore that have successfully made the transition in growth and size and across national boundaries and family generations. Their business empires extend into the Asia Pacific region. This paper highlights the key success factors of these five noteworthy family businesses that enabled them to make these growth transitions.

THE PROFESSIONALIZATION OF CHINESE FAMILY BUSINESSES IN SINGAPORE

1999 ◽  
Vol 07 (02) ◽  
pp. 197-211 ◽  
Author(s):  
WEE-LIANG TAN ◽  
D. G. ALLAMPALLI
Keyword(s):  
Family Member ◽  
Business Performance ◽  
Family Businesses ◽  
Three Dimensions ◽  
Chinese Family ◽  
Firm Characteristics ◽  
Growth Strategies ◽  
Professional Managers ◽  
Significant Difference ◽  
Survival And Growth

It has become common advice furnished to family businesses that in order for them grow and further develop, they need to professionalise their management. The literature suggests that firms that follow this advice will perform better and show higher survival and growth. This paper presents the findings of a study on the professionalisation of family businesses in Singapore. It examined whether family businesses that have professionalised their management differ from these that have not. It is anticipated that the professionalised Chinese family businesses would benefit from the introduction of professional managers. It was anticipated that they would be older in age (since succesion is not confined to family member), report better business performance, and adopt aggressive growth strategies. Firm differences were studies using three dimensions: firm characteristics like age and size when professionalised; performance differences using growth and business volume measures developed by Chandler and Hanks (1993) and growth strategies using the Miles and Stones typology (1978) of growth oriented firms. The study found that the professionalised family businesses did not differ in age but showed significant difference in size, better performance and aggressive growth strategies from those that were not.

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