Family business leadership transition: How an adaptation of executive coaching may help

2010 ◽  
Vol 15 (3) ◽  
pp. 378-391 ◽  
Author(s):  
Charmine EJ Härtel ◽  
Gil Bozer ◽  
Leon Levin
Keyword(s):  
Organizational Climate ◽  
Family Business ◽  
Executive Coaching ◽  
Business Environment ◽  
Leadership Transition ◽  
Business Leadership ◽  
Executive Coaches ◽  
Family Culture ◽  
Business Environments ◽  
The Family

AbstractWithin the traditional business organizational climate in which an executive coach operates, the identity of ‘the coached’ (coachee) can be quite clearly differentiated from the business identity. This is not the case within the world of family business, where the incumbent family business leader, the successor, the business and the family culture, are interwoven. This unique feature of family business means that, for executive coaching to be effective within the family business environment, a radically different approach to that used in traditional business environments must be adopted – namely, the consideration of what generally are thought of as noneconomic variables. This article represents a first attempt to effectively address the key and unique variables executive coaches need to know to work within the family business environment.

Family business leadership transition: How an adaptation of executive coaching may help

2010 ◽  
Vol 15 (3) ◽  
pp. 378-391 ◽  
Author(s):  
Charmine EJ Härtel ◽  
Gil Bozer ◽  
Leon Levin
Keyword(s):  
Organizational Climate ◽  
Family Business ◽  
Executive Coaching ◽  
Business Environment ◽  
Leadership Transition ◽  
Business Leadership ◽  
Executive Coaches ◽  
Family Culture ◽  
Business Environments ◽  
The Family

AbstractWithin the traditional business organizational climate in which an executive coach operates, the identity of ‘the coached’ (coachee) can be quite clearly differentiated from the business identity. This is not the case within the world of family business, where the incumbent family business leader, the successor, the business and the family culture, are interwoven. This unique feature of family business means that, for executive coaching to be effective within the family business environment, a radically different approach to that used in traditional business environments must be adopted – namely, the consideration of what generally are thought of as noneconomic variables. This article represents a first attempt to effectively address the key and unique variables executive coaches need to know to work within the family business environment.

Financial Self-Efficacy in Family Business Environments

2021 ◽  
Vol 29 (03) ◽  
pp. 207-219
Author(s):  
Jasna Auer Antoncic ◽  
Drasko Veselinovic ◽  
Bostjan Antoncic ◽  
Dalma Lorena Grbec ◽  
Zhaoyang Li
Keyword(s):  
Family Business ◽  
Self Efficacy ◽  
Business Environment ◽  
Business Growth ◽  
Normative Model ◽  
Positive Effects ◽  
Business Environments ◽  
The Family ◽  
Research Gap ◽  
Start Ups

Entrepreneurial self-efficacy can have positive effects on entrepreneurship, company start-ups, and business growth. The family business environment has not yet been studied in relation to financial-self efficacy, a dimension of entrepreneurial self-efficacy. In order to address this research gap, this paper focuses on financial self-efficacy and how it relates to its antecedent — the family business environment. This study contributes to a better understanding of how financial self-efficacy has developed in the family business environment by building and checking a normative model. A hypothesis about family business environment experience and the financial self-efficacy relationship was developed and empirically tested using survey data from two countries. The findings of this research reveal the family business environment can make a difference in financial self-efficacy in certain economic contexts.

Making gender visible in family business: past and present

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Paloma Fernández Pérez ◽  
Eleanor Hamilton
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Business Leadership ◽  
Legal Rules ◽  
Developed Economies ◽  
The Family ◽  
Interdisciplinary Synthesis ◽  
Complex Forms ◽  
Rules Of The Game

This  study  contributes  to  developing  our understanding of gender and family business. It draws on studies from the business history and management literatures and provides an interdisciplinary synthesis. It illuminates the role of women and their participation in the entrepreneurial practices of the family and the business. Leadership is introduced as a concept to examine the roles of women and men in family firms, arguing that concepts used  by  historians or economists like ownership and management have served to make women ‘invisible’, at least in western developed economies in which owners and managers have been historically due to legal rules  of  the  game  men,  and  minoritarily women. Finally, it explores gender relations and  the  notion  that  leadership  in  family business  may  take  complex  forms  crafte within constantly changing relationships.

scholarly journals An Investigation Of Family Culture In Family Firms’ Performance In Retailer-Vendor Strategic Partnerships

2021 ◽  
Author(s):  
Leonardo Amado Godoy
Keyword(s):  
Family Business ◽  
Positive Relationship ◽  
Family Firms ◽  
Strategic Partnerships ◽  
Family Culture ◽  
The Family ◽  
Relationship Value ◽  
And Performance ◽  
The Impact ◽  
Group Family

This research proposes a model to measure the effect of family culture on firm performance in family business retailer-vendor strategic partnerships. Prior research that has contributed to the development of the discourse on family culture, organizational culture, family and relationship value, commitment, and trust will be analyzed. Eight hypotheses are presented, four of which are an extension of prior research. The model ratifies a positive relationship between family culture and performance, especially when considering the successor generation. Since the founders of the firm are the personification of the family culture itself, for this group, family culture does not positively influence performance. The outcome of this research will illustrate not only the effects of family culture in family firms’ performance, but also the impact of relationship and behavioral factors in business.

scholarly journals The impact of skills development interventions on corporate control: Executives’ & directors’ coaching

2013 ◽  
Vol 9 (3) ◽  
pp. 50-65
Author(s):  
Rouxelle de Villiers ◽  
Vida Botes
Keyword(s):  
Organizational Behavior ◽  
Human Resource Development ◽  
Behavior Management ◽  
Executive Coaching ◽  
Organizational Outcomes ◽  
Business Environment ◽  
The Body ◽  
Organizational Behavior Management ◽  
Executive Coaches ◽  
The Impact

Senior decision-makers require knowledge, skills and attributes to pro-actively navigate the business environment in search of optimal organizational outcomes. Increasingly executive coaches are employed to develop these leadership competencies. The paper integrates literature findings from human resource development, organizational behavior, management and psychology disciplines and posits a framework for effective triadic coaching relationships. The model includes requirements for positive performance results, corporate governance, strategy and organizational change outcomes. The study concludes with a number of detailed suggestions for better practice of executive coaching for non-executive directors, practicing executives and consultants. The cautionary notes regarding limitations and impact of coaching and incompetency training on strategy and proprietary intelligence make an important contribution to the body of knowledge regarding executive coaching.

scholarly journals An Investigation Of Family Culture In Family Firms’ Performance In Retailer-Vendor Strategic Partnerships

2021 ◽  
Author(s):  
Leonardo Amado Godoy
Keyword(s):  
Family Business ◽  
Positive Relationship ◽  
Family Firms ◽  
Strategic Partnerships ◽  
Family Culture ◽  
The Family ◽  
Relationship Value ◽  
And Performance ◽  
The Impact ◽  
Group Family

This research proposes a model to measure the effect of family culture on firm performance in family business retailer-vendor strategic partnerships. Prior research that has contributed to the development of the discourse on family culture, organizational culture, family and relationship value, commitment, and trust will be analyzed. Eight hypotheses are presented, four of which are an extension of prior research. The model ratifies a positive relationship between family culture and performance, especially when considering the successor generation. Since the founders of the firm are the personification of the family culture itself, for this group, family culture does not positively influence performance. The outcome of this research will illustrate not only the effects of family culture in family firms’ performance, but also the impact of relationship and behavioral factors in business.

Family business insights: an overview of the literature

2015 ◽  
Vol 5 (1) ◽  
pp. 116-127 ◽  
Author(s):  
Paul Pounder
Keyword(s):  
Decision Making ◽  
Family Business ◽  
Success Factors ◽  
Family Businesses ◽  
Continuous Change ◽  
Business Leadership ◽  
Content Type ◽  
Key Success Factors ◽  
Quantitative Studies ◽  
The Family

Purpose – The purpose of this paper is to investigate how the family business literature has evolved, and to examine the factors influencing family-owned and managed businesses. The paper discusses important patterns in the present literature and new directions for future study. Design/methodology/approach – The research identifies key research topics and methodical approaches to understand family businesses. Insights into the reasoning behind the historic changes and the current direction and trends of the family business literature are also identified. Findings – The findings of this research argues that the main cause of the challenges in running a family business stem from the management of the interrelationship between family concerns and business concerns. Strong leadership and building a culture that accepts continuous change are key success factors. Research limitations/implications – Due to the specific nature of the family business dynamics and decision-making conflict, which can hardly be captured by quantitative studies alone, a promotion of qualitative studies is advisable. Practical implications – This study suggests that understanding the culture surrounding decision making in family business has great value. Characteristics such as aggressiveness, fearlessness and competition are key areas for investigation. Social implications – Overlooking the potential of non-family members for family business leadership can produce sub-optimal choices of successors. Further, the aspiration to change society’s and government’s view of family businesses warrants attention. Originality/value – This review of previous research offers researchers a broader and comprehensive view of the family business, which is inclusive of the challenges, decision making and solutions within the family business structure. Researchers, educators and practitioners will benefit from this paper.

Life After Succession in the Family Business: Is It Really the End of Problems?

1995 ◽  
Vol 8 (1) ◽  
pp. 3-16 ◽  
Author(s):  
Michael Harvey ◽  
Rodney Evans
Keyword(s):  
Organizational Climate ◽  
Family Business ◽  
Next Generation ◽  
The Family ◽  
Succession Processes ◽  
Business Family ◽  
Management And Leadership

The succession processes in family business are well chronicled in the business literature. Most of the research focuses on the process of transferring power within the business-family. What has not been as closely examined is the after-succession environment that exists when the management and leadership of the family business are passed on to the next generation. This article addresses that organizational climate and the potential for additional problems in the business-family if post-succession issues are not identified and addressed and suggests some steps that will be helpful in producing complete succession success.

The Family Climate Scales—Development of a New Measure for Use in Family Business Research

2007 ◽  
Vol 20 (3) ◽  
pp. 229-246 ◽  
Author(s):  
Åsa Björnberg ◽  
Nigel Nicholson
Keyword(s):  
Family Business ◽  
Structural Equation ◽  
Self Report ◽  
Equation Modeling ◽  
Family Climate ◽  
Open Communication ◽  
Data Set ◽  
Family Culture ◽  
The Family ◽  
Theory Research

The article reports on the development of the Family Climate Scales (FCS) questionnaire. The FCS is a multilevel, self-report, whole-family index of aspects of family culture and process for use in nonclinical settings with families where the children may be adults. It was designed to be particularly but not exclusively applicable in the context of family business. The FCS measures on six scales: Open Communication, Adaptability, Intergenerational Authority, Intergenerational Attention to Needs, Emotional Cohesion, and Cognitive Cohesion. Results indicate very high levels of internal consistency. Subscale intercorrelations are also high, with the exception of the Intergenerational Authority subscale. Analyses using structural equation modeling confirmed the hypothesized six-factor structure of family climate. No significant differences in family climate were found between business/nonbusiness families in the sample. Other relationships in the data set lend support to the validity and usefulness of the measure. Implications for family business theory/research and practitioners are discussed.

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