Changes and continuities. Evolution of a Chinese family business (1876–2004)

2005 ◽  
Vol 3 (2) ◽  
pp. 259-268 ◽  
Author(s):  
Stephanie Po-yin Chung
Keyword(s):  
Family Business ◽  
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.

Research on Management Model of Chinese Family-Holding Business under Market Economy

2011 ◽  
Vol 403-408 ◽  
pp. 313-317
Author(s):  
Li Zhang
Keyword(s):  
Market Economy ◽  
Family Business ◽  
Development Stage ◽  
Management Model ◽  
Current Status ◽  
Family Management ◽  
Chinese Family ◽  
Enterprise System ◽  
Modern Enterprise ◽  
The Family

In China, the family business usually implement paternalistic management model at the startup. When the enterprise scale enlarged, along with the change of the outside environment, the risk and uncertainty of the enterprise management will be increased and the distortions of family management model will become increasingly clear. Therefore, it is an irresistible trend to carry out reforms on the family business governance model. This paper analyzed the current status of Chinese family management model, pointed out the opportunity under the market economy for family business accelerating its development, and summarized the four models of Chinese family business governance. Currently, under the market economy, the biggest problem faced by Chinese family business is not how to transform into modern enterprise, but how to realize their sustainable development. To build a modern enterprise system is just an important destination for family business development, but can’t be the only choose at the present stage. A precisely suitable enterprise system is established according to the time, place, different industry, scale, development stage and background, while there is no standard model of universal application.

scholarly journals Interaction between Chinese Family Business and Cultural Differences in Malaysia

2014 ◽  
Vol 10 (10) ◽  
Author(s):  
Iskandar Hasan Tan Abdullah ◽  
Muhammad Syahmizan Azmi ◽  
Sakinah Mat Zin ◽  
Lim Soo Chee ◽  
Nur Azuki Yusoff
Keyword(s):  
Cultural Differences ◽  
Family Business ◽  
Chinese Family

The Chinese Family Business Enterprise

1996 ◽  
Vol 38 (4) ◽  
pp. 141-156 ◽  
Author(s):  
Murray Weidenbaum
Keyword(s):  
Family Business ◽  
Chinese Family ◽  
Business Enterprise

scholarly journals Family business, director compensation and board efficacy: the case of Taiwan

2013 ◽  
Vol 11 (1) ◽  
pp. 81-91
Author(s):  
Tsun-Jui Hsieh ◽  
Yu-Ju Chen
Keyword(s):  
Firm Performance ◽  
Family Business ◽  
Positive Impact ◽  
Specific Pattern ◽  
Chinese Family ◽  
Outside Directors ◽  
Director Compensation ◽  
Outside Director ◽  
The Impact

This paper investigates the impact of outside directors on firm performance during legal transitions and examines how the roles of family business and director compensation influence board efficacy. By using Taiwanese listed companies as our sample, the empirical results show that outside directors who are appointed by legal mandate have less positive impacts on firm performance than outside directors appointed voluntarily. Family business weakens the positive impact of outside director on firm performance. The evidence further suggests that director compensation contributes to firm performance, particularly when outside directors are voluntarily appointed. The findings provide western managers with an understanding of how the typical Chinese family business affects board independence. We also demonstrate and incorporate the cultural and the ownership characteristics into the analysis to present a country-specific pattern that should be informative for foreign investors who are concerned about the quality of corporate governance in East Asia.

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