The sensitivity of compensation to social capital: Family CEOs vs. nonfamily CEOs in the family business groups

2008 ◽  
Vol 61 (4) ◽  
pp. 363-374 ◽  
Author(s):  
Chaur-Shiuh Young ◽  
Liu-Ching Tsai
Keyword(s):  
Social Capital ◽  
Family Business ◽  
Business Groups ◽  
The Family ◽  
Family Business Groups

Defining the New Professional: The Family Business Counselor

1998 ◽  
Vol 11 (4) ◽  
pp. 349-354 ◽  
Author(s):  
Joe M. Goodman
Keyword(s):  
Family Business ◽  
Business Groups ◽  
Business Enterprise ◽  
Valuable Resource ◽  
New Professionals ◽  
Business Ownership ◽  
Professional Boundaries ◽  
The Family ◽  
Family Business Groups ◽  
Business Counselors

After years of development, family business counselors have emerged as multidimensional and holistic advisors serving the needs of families in business. These unique technically trained advisors have expanded their professional boundaries to encompass a broad range of skills that are required to address the multiple and complex issues associated with family business ownership, successorship, and continuity of the business enterprise. Their successful experience over a number of years with many family business clients is a rare and valuable resource. These new professionals are prepared to meet the needs of family business groups. The family business counselor has finally arrived.

scholarly journals The determinants of the succession in Taiwan’s family business groups

2008 ◽  
Vol 5 (4) ◽  
pp. 427-436
Author(s):  
Hsi-Mei Chung ◽  
Yunshi Liu
Keyword(s):  
Family Business ◽  
Group Performance ◽  
Panel Data Analysis ◽  
Business Groups ◽  
Chinese Family ◽  
The Family ◽  
Family Business Groups ◽  
Family Business Group ◽  
Succession In Family Business ◽  
Leader Change

Based on the panel data analysis of Taiwan’s family business groups from 1988 to 2002, this research attempts to investigate the relationships among overlapping investment, use of particularistic ties, group performance, and succession in family business group. The results show that the family business group’s overlapping investment between the owner-managers and family members occupying the decisive positions of group affiliates significantly influence its leader change. This study highlights the importance of alternative control choices within the family business. Furthermore, it also provides a good comparing start-point for researches interested in understanding the succession issue of Chinese family business in Great China

scholarly journals How to Invest in Stocks of Family Business Groups? Case Study of WALSIN Group in Taiwan

2017 ◽  
Vol 2 (3) ◽  
pp. 105
Author(s):  
Yu-Wei Lan ◽  
Dan Lin ◽  
Lu Lin
Keyword(s):  
Family Business ◽  
Stock Prices ◽  
Business Groups ◽  
Family Group ◽  
Leverage Effect ◽  
The Family ◽  
Trading Profits ◽  
Family Business Groups ◽  
Family Business Group ◽  
The Impact

<p><em>The impact of family business groups on the industry has drawn different views. A major challenge for investors is to understand the business model of enterprises and enhance the trading performance in the financial market. Using the data of WALSIN family group, this article adopts generalized autoregressive conditional heteroscedasticity model (EGARCH) to investigate the volatility of stock prices of WALSIN family group. </em></p><p><em>The overall evidence suggests that the relationship between the leverage effect after including the leading company variable and the absence of the leading company appears to be significant at the 1% level. Therefore, the leverage effect after including the leading company has a certain effect on the financial operation of the family business group. In other words, it is helpful to include the leverage effect of the leading company in the portfolio, which can stabilize the trading performance of the WALSIN family group.</em></p><p><em>Furthermore, this study adopts Granger causality and program trading to test the strategy of following the leader of WALSIN family group. The net trading profit during this period is 71.03%. The results show that the technical analysis tested in this study can lead to trading profits and investors can increase their trading profits by following the leader in the family owned business.</em></p>

Social identity and family business: exploring family social capital

2015 ◽  
Vol 5 (2) ◽  
pp. 157-181 ◽  
Author(s):  
Torsten Schmidts ◽  
Deborah Shepherd
Keyword(s):  
Social Capital ◽  
Social Identity ◽  
Family Business ◽  
Social Identity Theory ◽  
Identity Theory ◽  
Family Members ◽  
Content Type ◽  
Family Social Capital ◽  
The Family ◽  
The Impact

Purpose – The purpose of this paper is to use social identity theory to explore factors that contribute to the development of family social capital. Effects are investigated both for the family and the business. Design/methodology/approach – A single in-depth case study focussing on the family unit was coducted within a fourth-generation family business involved in the arts retailing. Findings – The findings suggest that social identity theory is a useful lens to explore the development of family social capital. The six themes identified highlight that there is a normative and an affective dimension, leading to family members’ desire to uphold the status of the business. Evidence suggests that the normative factors may be both positively and negatively related to the development of family social capital, due to their potentially restrictive nature. Originality/value – The paper’s findings imply that social identity can contribute to understanding family dynamics. Evidence highlights various factors for family members that are not involved in the family business to uphold its status. This is attributed to the emotional significance of the business to the family’s identity. Furthermore, this paper suggests that the strong focus on norms and values, which developed gradually, may have adverse effects on the identification with the business and the willingness to uphold its status. Propositions are offered to provide guidance for future research to investigate this controversial evidence regarding the impact of value orientation on family social capital.

Auditor Appointment Strategy and Intragroup Value Transfers: Evidence From Family Business Groups

2021 ◽  
pp. 0148558X2199265
Author(s):  
Yan-Leung Cheung ◽  
In-Mu Haw ◽  
Weiqiang Tan ◽  
Wenming Wang
Keyword(s):  
Adverse Effect ◽  
Financial Reporting ◽  
Family Business ◽  
Business Groups ◽  
Divide And Conquer ◽  
Alternative Measure ◽  
Family Business Groups ◽  
Audit Effectiveness ◽  
Financial Reporting Comparability

Family business groups (FBGs) typically control several member firms and can hire a single auditor or multiple auditors to audit their member firms. This article examines what type of auditor appointment strategy constrains intragroup value transfers within FBGs. Analyzing related-party transactions (RPTs) within FBGs in Hong Kong, this study provides evidence that FBGs with multiple auditors undertake more intragroup value transfers than FBGs with a single auditor. However, the adverse effect of multiple-auditor appointments is mitigated by a stronger board and higher financial reporting comparability among member firms. Using an alternative measure of intragroup value transfers, we also find that the market perceives multiple-auditor appointments as impairing audit effectiveness. Overall, our findings offer the new insight that controlling families can exploit the appointment of multiple auditors as a “divide and conquer” strategy which undermines the monitoring role of auditors against intragroup value transfers, but stronger corporate governance of member firms can mitigate the adverse effect.

scholarly journals The Dynamics and Complexity of Family Business Groups

2018 ◽  
pp. 177-200 ◽  
Author(s):  
Kajari Mukherjee ◽  
Marita Rautiainen ◽  
Timo Pihkala ◽  
Peter Rosa
Keyword(s):  
Family Business ◽  
Business Groups ◽  
Family Business Groups
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