Implications of Gender Bias in the Family Business

1995 ◽  
Vol 8 (3) ◽  
pp. 177-188 ◽  
Author(s):  
Alanna M. Galiano ◽  
John B. Vinturella
Keyword(s):  
Gender Bias ◽  
Family Business ◽  
Succession Planning ◽  
Well Being ◽  
Family Businesses ◽  
Family Roles ◽  
The Family

The prevalence of biases toward females and some underlying perceptions in regard to gender within the context of the family business are explored in this article. The implications of gender bias for the well-being of family businesses are analyzed, with particular reference to the issue of succession planning. Women's changing professional and family roles are also examined.

scholarly journals Spouses in the Household and the Family Business – Who (does) the Care and Who (does) the Work

2015 ◽  
Vol 14 (1) ◽  
pp. 190-208
Author(s):  
Tatjana Djuric Kuzmanovic ◽  
Slobodanka Markov ◽  
Jelena Fischer ◽  
Sonja Mandic
Keyword(s):  
Gender Bias ◽  
Family Business ◽  
Bargaining Power ◽  
Family Businesses ◽  
Care Work ◽  
Paid Work ◽  
Allocation Of Resources ◽  
Institutional Conditions ◽  
The Family ◽  
Household Allocation

Abstract In this pilot study we explore the mutual conditionality of bargaining power between spouses in the processes of intra-household allocation of resources (care work) and the assignment of their roles in family businesses (paid work) in Vojvodina, Serbia. Our intention is to explain the changes in gender relations in family businesses run by spouses under different socio-economic and institutional conditions, and especially in the context of enforced postsocialist neoliberal transformation after 2009. We formulate a theoretical and methodological framework based on the case of ten firms and check its validity for deeper and wider research into the key causes, forms and characteristics of gender bias in this area.

scholarly journals Relevo generacional y transmisión “mortis causa” de la empresa familiar en el Derecho español

2020 ◽  
Vol 22 (2) ◽  
pp. 34-75
Author(s):  
Ignacio Gallego Domínguez
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Family Businesses ◽  
The State ◽  
Code System ◽  
Next Generation ◽  
Legal Requirements ◽  
Inheritance Tax ◽  
Spanish Law ◽  
The Family

The most crucial challenge for family businesses is the transfer to the next generation. It affects both the leadership and the ownership of the enterprise, whether individual or corporate. Transferring the ownership of the organization at the time of the death of the owner, raises important questions in the Spanish Civil Code system, in which inheritance contracts are not allowed, and there are rigid forced heirship provisions, which limit the testator's freedom. The correct and appropriate transmission of the family business requires adequate planning, which must lead to write a will -to avoid intestacy-, and make use of those special mechanisms that contemplate the payment of the forced heirship with money outside the state, as well as those others allowed in Spanish law that help to channel the phenomenon. Succession planning also requires being vigilant to comply with the legal requirements for obtaining benefits in inheritance tax.

scholarly journals Portuguese and Brazilian Family Business: in Between Urgency and Delay Perceptions in the Succession Process

2020 ◽  
Vol 3 (2) ◽  
pp. 24
Author(s):  
Ana Paula Marques ◽  
Leandro Alves da Silva
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Family Businesses ◽  
Executive Succession ◽  
Family Conflicts ◽  
The Family ◽  
Management Succession ◽  
Business Succession ◽  
Depth Interviews

Family business has been the focus of several studies over the last two decades and its relevance has been supported by the interdisciplinary perspectives in the fields of management, entrepreneurship, economics, psychology, and sociology. Despite that, there is still insufficient knowledge about the key role of family influences in the business, namely the intergenerational management succession, its planning and effectiveness. According to a recent research focused on the entrepreneurial succession in Portugal (AEP, 2011), 50 percent of family businesses are not passed on to the second generation and only 20 percent reach the third generation. In fact, business succession planning has been identified as one of the most challenging steps in the life of the family firm, both in maintaining the competiveness of the business, and in overcoming intra/ inter family conflicts. Nonetheless, resistance to succession, relationship founder/ successor, planning of succession, and type of organisational culture, among others, explain how executive succession is one of the most important and hardest tasks in organisational life (Zahra, 2005). This paper will be supported mainly by qualitative data, taking into account the main results from the project “Roadmap for Portuguese Family Businesses” (NORTE2020/FEDER) developed in Portugal (Marques, 2018) and in Brazil (Silva, 2018), which analyses in-depth interviews conducted to Portuguese (N 23) and Brazilian (N 11) founders/managers/owners. In the present article we wish to discuss the main management challenges of a family business, particularly the importance of succession preparation and the role of the family in the socialisation of the second (third or subsequent) generation.

Conflicts in a Closely Held Family Business: Durga and Company

2018 ◽  
Vol 22 (1) ◽  
pp. 105-110 ◽  
Author(s):  
Manoj Joshi ◽  
Shailja Dixit ◽  
Amit K. Sinha ◽  
Balvinder Shukla
Keyword(s):  
Gender Bias ◽  
Family Business ◽  
Succession Planning ◽  
Multiple Sources ◽  
Multiple Stakeholders ◽  
The Core ◽  
The Family ◽  
Critical Issues ◽  
Core Issues ◽  
Business Family

The purpose of this case is to investigate the nature of conflicts that arise in a closely held family business (CHFB) and to identify variables that ensure successful transition from one generation to the next. This case necessitates that in order to decide on the inheritance, a three-step process, prevention, management and resolution of conflict, is essential. It also highlights the gender bias in succession planning, ignoring the capabilities and competence of women in the family. Unstructured interviews around multiple stakeholders in the family business (FB) were taken identifying the core issues leading to conflicts. Triangulating with multiple sources or incumbents has reduced biases. It is observed that conflicts are inevitable within CHFBs. However, it is widely accepted that conflicts are paramount to forward progression both for the family and for the business, when it is constructive in nature. The case reflects the importance of understanding the critical issues around family and business. The outcome is useful in relaying better understanding on dimensions of conflicts that plague family-controlled business. Family businesses must relay importance of managing conflicts and bringing in earlier resolutions before they become extinct. The aftermath of not resolving such conflicts can be as catastrophic of destroying the FB and its wealth in the longer run.

Succession planning and family business performance in SMEs

2017 ◽  
Vol 36 (3) ◽  
pp. 330-347 ◽  
Author(s):  
Mozhdeh Mokhber ◽  
Tan Gi Gi ◽  
Siti Zaleha Abdul Rasid ◽  
Amin Vakilbashi ◽  
Noraiza Mohd Zamil ◽  
...  
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Business Performance ◽  
Positive Impact ◽  
Family Businesses ◽  
Related Factors ◽  
Content Type ◽  
The Family ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of preparation level of heirs and the relationship between family and business members on the performance of family business in small- and medium-sized enterprises (SMEs) in Malaysia. Design/methodology/approach A quantitative research design involving the use of a survey questionnaire was implemented to investigate the influences of succession planning factors on the performance of family business in SMEs. The survey was conducted on 50 family business successors in Malaysian SMEs. Findings The result showed that the two studied factors – preparation level of heirs and the relationship between family and business members – have a positive impact on the performance of family business. Research limitations/implications The research concentrated on the performance of family business in SMEs in Malaysia’s southern region. The generalization therefore must be made very cautiously to the overall Malaysian SMEs. Practical implications The findings help family businesses to better understand the importance of the preparation level of heirs and the relationship between family and business members on business performance. This study shows the importance of key factors influencing succession planning so that the successor to the family business can bring the family firm to the next stage of success. Originality/value This study serves as a reference or guide for the management of family businesses to better understand the important factors for effective succession planning. It considers the best possible preparation and family-related factors affecting the end results of business, particularly in Malaysian SMEs.

Next-generation leadership development: a management succession perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joseph Kie Kuong Tang ◽  
Wan Sabri Hussin
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Family Businesses ◽  
Chinese Family ◽  
Next Generation ◽  
Content Type ◽  
The Family ◽  
Management Succession ◽  
Inclusive Approach ◽  
Malaysian Chinese

PurposeThis research study focusses on the succession challenges in small-medium outboard marine businesses of Malaysian Chinese family ownership. The founder-owners face challenges in convincing the next-generation members to establish their careers within the family business and to ensure successions are in place to safeguard the family's wealth. A gap exists in the research literatures concerning such family business owners; and their experiences would provide valuable information to other Malaysian Chinese family businesses planning to start the succession journey.Design/methodology/approachAn exploratory case study methodology to research five Malaysian Chinese family businesses cases in Klang Valley, Selangor, Malaysia, is used in this study. The primary qualitative data were obtained through in-depth, semi-structured interviews and observations. The research data lead to the identification of the following themes: generational change affects the survival of small-medium Malaysian Chinese family-owned businesses; the founder-owners' intention and desire for business to pass to the next generation give rise to the imperative of succession; the founder-owners' motive and goals, family context and the business nature would determine a large part to how the succession plans are carried out and the upbringing, expectation and obligations would determine how the next generations of children would view the prospect of taking over the family business. From this, a succession model that detailed an inclusive approach to succession planning process between the two generations is established.Research limitations/implicationsA small purposive sample is included, and it is recommended that a larger and more diverse sample be collected in future studies. This study follows a nuclear family structure of parents and children. If more Chinese family businesses are selected based on a wider set of family members such as uncles and cousins, the findings may differ.Social implicationsThis research study could also facilitate other Malaysian family businesses to rethink and refocus on the importance of undertaking an inclusive approach to succession planning and also help potential next-generation successors in understanding and working towards attaining the qualities that family firms look for in future leaders.Originality/valueThe researcher summarizes the study findings into a management succession model. An inclusive succession approach is needed to overcome these challenges and would enable sustainability, continuity and longevity of the family business. This would help the family business to understand that succession is not a single event but a process that needs to be planned together with the next-generation family members over a certain period of time.

Succession Experiences in Philippine Family Businesses

2000 ◽  
Vol 13 (1) ◽  
pp. 15-35 ◽  
Author(s):  
Andrea L. Santiago
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Asian Country ◽  
Family Values ◽  
The Philippines ◽  
Business Owners ◽  
Family Businesses ◽  
Leadership Succession ◽  
The Family ◽  
Succession Process

Western research suggests that family business owners must prepare for leadership succession in a systematic manner to ensure continuity. A review of the succession experiences of eight family businesses in the Southeast Asian country of the Philippines seems to indicate that the key to smooth succession for group-oriented families is not entirely dependent on succession planning. Rather, a family business's smooth succession depends on the succession process being consistent with family values. In fact, valuing the preservation of the family unit helps to avoid the ill effects that normally accompany the absence of succession planning.

scholarly journals The Transition of Family Business Leadership:

2018 ◽  
Vol 2 (3) ◽  
pp. 101-104
Author(s):  
Dahliana Kamener ◽  
Norasekin Ab. Rashid ◽  
Daniati Puttri
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
First Generation ◽  
Second Generation ◽  
Family Businesses ◽  
Business Leadership ◽  
The Family ◽  
Family Leadership ◽  
Business Succession ◽  
Family Business Succession

The issue of succession is very important because the successful succession leads to the sustainability of a family businesses (Sharma & Dave, 2013). Generally, the family businesses are difficult to flourish and even many have bankrupt. Some family businesses are bound on the first generation  and some have collapsed in the second generation.  Literature shows that just 30 percent of family businesses can be passed along to the second generation, and 70 percent fail after first generation step down because there are no preparation for succession and inability  of the next generation to control and run the company (Aronoff, (2004).  The study purposed to examine six hypotheses and the result showed the succession planning, non-family leadership, and decision making authority unsignificantly affect on the succession of the family business. Nevertheless, founder's influence, successor and strategic planning variable affect significantly to the success of family business succession at Padang city, West Sumatera.  

Women Entrepreneurs in Family Business: The Hungarian Case

1997 ◽  
Vol 10 (3) ◽  
pp. 281-302 ◽  
Author(s):  
Robert D. Hisrich ◽  
Gyala Fülöp
Keyword(s):  
Family Business ◽  
Women Entrepreneurs ◽  
Well Being ◽  
Family Businesses ◽  
The Family ◽  
The World ◽  
Hungarian Case ◽  
Role Of Women ◽  
Women's Role

Although in many countries throughout the world a large percentage of firms are family businesses that directly impact the well-being of an economy, research in the field, particularly on the role of women, has been very sparse. By exploring the role of women in family business within a Hungarian context, this paper provides an indication of the similarities and differences of women entrepreneurs in family businesses and how this reflects their social structure. Since owning and running a family business requires a lifestyle that deeply impacts the women's role in society and in the family, governments need to address some fundamental issues that will help women in this process.

scholarly journals Intergenerational Management Succession: Specificities of the Portuguese Family Business

2020 ◽  
Vol 6 (1) ◽  
pp. 43
Author(s):  
Ana Paula Marques ◽  
Ana Isabel Couto
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Online Survey ◽  
Family Firms ◽  
Family Businesses ◽  
Executive Succession ◽  
Business Organisation ◽  
The Family ◽  
Management Succession ◽  
Business Succession

Family firms are considered the world’s most predominant form of business organisation. Notwithstanding the fact that there is a lack of consensus with regards to their definition, on recognise that family firms are different from non-family businesses due to their specific relations at three levels, namely ownership, business and family. It would appear that the family influences, shapes and conditions both the firm and its continuity, mainly through the intergenerational management succession, its planning and effectiveness. According to a recent research focused on the entrepreneurial succession in Portugal (AEP, 2011), 50% of family businesses are not passed on to the second generation, and only 20% reach the third generation. Also, taking into account the main results from the project “Roadmap for Portuguese Family Businesses” (NORTE2020/FEDER), the empirical findings have proved that the business succession planning has been identified as one of the most challenging steps in the life of the family firm, which demands for appropriate analysis. In fact, resistance to succession, relationship founder/ successor, planning of succession, type of organisational culture, among others, explain how executive succession is one of the most important and hardest tasks in organisational life. In this article, we aim to discuss the main management challenges of a family business, particularly the importance of succession preparation and the role of the family in the socialisation of the second (third or subsequent) generation. Based on an online survey (N 1148) and on in-depth interviews conducted to founder/ manager/ owner (N 23), we will seek to point out major challenges faced by the Portuguese family business, as far as this matter is concerned.

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