The Use of the Guttman Scale in Development of a Family Orientation Index for Small-to-Medium-Sized Firms

2005 ◽  
Vol 18 (1) ◽  
pp. 41-56 ◽  
Author(s):  
Lorraine M. Uhlaner
Keyword(s):  
Family Business ◽  
Statistical Approach ◽  
Research Study ◽  
Statistical Technique ◽  
Guttman Scale ◽  
Self Perceptions ◽  
The Family ◽  
Family Orientation ◽  
Orientation Index ◽  
Guttman Scaling

This research study tests whether family orientation criteria in small-to-medium-sized businesses (SMEs) can be ordered in difficulty from broad to narrow, using an existing statistical technique referred to as the Guttman scaleogram or scale. The results of the study lend support to the notion of imbeddedness of criteria, at least among SMEs, that is, some criteria are easier to meet than others, and also that the sets of firms meeting the more difficult criteria are subsets of the firms meeting easier criteria. Furthermore, in the sample under study (885 Dutch SMEs), the family orientation index produced via Guttman scaling techniques predicts self-perceptions as a family business almost as well as a statistical approach treating criteria as separate variables in a multiple regression.

scholarly journals Family Business Orientation: A literature review

2018 ◽  
Author(s):  
Aluisius Hery Pratono ◽  
Maria Felecia Cindy Hutomo
Keyword(s):  
Literature Review ◽  
Family Business ◽  
Family Members ◽  
Five Dimensions ◽  
The Family ◽  
Family Orientation ◽  
Individual Family ◽  
Business Orientation

This study aims to discuss the concept of family orientation by addressing the question of how individual family members relate to the family business. This study extends the previous works on entrepreneurial family orientation. Family orientation has five dimensions, such as tradition, trust, loyalty, stability, and interdependency.

scholarly journals The spirit of family business: A comparative analysis of Anglo, Germanic and Nordic nations

2011 ◽  
Vol 11 (2) ◽  
pp. 133-151 ◽  
Author(s):  
Vipin Gupta ◽  
Nancy M. Levenburg ◽  
Lynda Moore ◽  
Jaideep Motwani ◽  
Thomas Schwarz
Keyword(s):  
Family Business ◽  
Implicit Theories ◽  
Future Orientation ◽  
Power Distance ◽  
Family Businesses ◽  
Family Characteristics ◽  
Performance Orientation ◽  
Nordic Region ◽  
The Family ◽  
Family Orientation

Using GLOBE classification and findings, this paper compares the family characteristics and work cultures of family businesses in Anglo, Germanic, and Nordic cultures. Results indicate differing patterns in terms of the involvement of the family in the family business and other key organizational dimensions. While all three regions share their weak family orientation, the Nordic and Germanic regions share stronger future orientation and uncertainty avoidance. The Anglo and Germanic regions share stronger performance orientation and the Nordic region stands out for its low power distance and low assertiveness. Overall, the characteristics of family businesses in the three regions may be associated with the distinctive regional cultures suggesting support for the presence of culturally implicit theories in the family business characteristics.

Human Resources in the Family Business

2016 ◽  
Author(s):  
David Ransburg ◽  
Wendy Sage-Hayward ◽  
Amy M. Schuman
Keyword(s):  
Human Resources ◽  
Family Business ◽  
The Family

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.

Informalitas Dalam Formalitas: Sebuah Kajian Budaya Organisasi Perusahaan Keluarga

2018 ◽  
Vol 3 (2) ◽  
pp. 200
Author(s):  
Hardiyanti Munsi ◽  
Ahmad Ismail
Keyword(s):  
Cultural Values ◽  
Family Business ◽  
Participant Observation ◽  
National Level ◽  
Ideal Types ◽  
The Family ◽  
Formal Organizations ◽  
Religious Aspects ◽  
Depth Interviews ◽  
Big Men

This article intends to identify and to describe the unique structure and the managing style that owns primordial characteristics, that is giving significance to kinship, religion, and local Bugis cultural values, which made up the cultural system of PT. Hadji Kalla family business. Theoritically, this research was inspired from Weberian perspective on the ideal types of bureaucracy, that observes organizations (in this case is the family business) as one of the socio-cultural phenomena which is neutral and value-free, that is place aside its subjective aspects. The research was conducted in two locations, the head office and one of the branch offices using qualitative approach that relies on participant observation, in-depth interviews, and literature studies. The results of the research shows that the family business of PT. Hadji Kalla that has advanced into national level still prioritizes kinship, ethnicity, and religious aspects in the daily activities of the company. The value even take parts in providing the company’s colour to the urban societies in various districts where the company stands. This means that although the society has undergone transformations, it doesn’t mean that the primordial value, and the elements that exist outside of businesses (such as kinship, big men, religion, cultural values, and interest) do not influence the activities that are held in formal organizations. Therefore, the interventions of subjective aspects will always appear, followed with the application of the modern management system that is implemented by PT. Hadji Kalla company.

The effects of goals attainment on CEO-owner satisfaction and the role of family involvement

2019 ◽  
Vol 10 (2) ◽  
pp. 116-127
Author(s):  
Ondřej Machek ◽  
Jiří Hnilica
Keyword(s):  
Family Involvement ◽  
Family Business ◽  
Firm Value ◽  
Family Firms ◽  
Hierarchical Regression ◽  
Content Type ◽  
Business Goals ◽  
Growth Increase ◽  
The Family ◽  
Owner Satisfaction

Purpose The purpose of this paper is to examine how the satisfaction with economic and non-economic goals achievement is related to the overall satisfaction with the business of the CEO-owner, and whether family involvement moderates this relationship. Design/methodology/approach Based on a survey among 323 CEO-owners of family and non-family businesses operating in the Czech Republic, the authors employ the OLS hierarchical regression analysis and test the moderating effects of family involvement on the relationship between the satisfaction with different goals attainment and the overall satisfaction with the business. Findings The main finding is that family and non-family CEO-owner’s satisfaction does not differ significantly when economic goals (profit maximisation, sales growth, increase in market share or firm value) and firm-oriented non-economic goals (satisfaction of employees, corporate reputation) are being achieved; both classes of goals increase the overall satisfaction with the firm and the family involvement does not strengthen this relationship. However, when it comes to external non-economic goals related to the society or environment, there is a significant and positive moderating effect of family involvement. Originality/value The study contributes to the family business literature. First, to date, most of the studies focused on family business goals have been qualitative, thus not allowing for generalisation of findings. Second, there is a lack of evidence on the ways in which family firms integrate their financial and non-financial goals. Third, the authors contribute to the literature on the determinants of personal satisfaction with the business for CEOs, which has been the focus on a relatively scarce number of studies.

scholarly journals Owain Westmacott Richards, 31 December 1901 - 10 November 1984

1987 ◽  
Vol 33 ◽  
pp. 537-571 ◽  
Keyword(s):  
Local Government ◽  
Family Business ◽  
Medical Officer ◽  
Medical Practices ◽  
The Family ◽  
University College ◽  
Deputy Chairman ◽  
University College London ◽  
High Standards ◽  
The Town

Owain Westmacott Richards was born on 31 December 1901 in Croydon, the second son of Harold Meredith Richards, M.D., and Mary Cecilia Richards ( née Todd). At the time H. M. Richards was Medical Officer of Health for Croydon, a post he held until 1912 when he returned to the town of his birth, Cardiff, as Deputy Chairman of the newly formed Welsh Insurance Commission, the forerunner of the Welsh Board of Health. Owain Richards’s grandfather had a hatter’s business in Cardiff, which had been established by his father, who had migrated to Cardiff from Llanstephan in Carmarthenshire (now Dyfed). This great-grandfather was probably the last Welsh-speaking member of the family; his son discouraged the use of Welsh as ‘unprogressive’ and married a non-Welsh speaking girl from Haverfordwest. Harold Richards, being the youngest son, did not inherit the family business. On leaving school he worked for some years in a shipping firm belonging to a relative. He found this uncongenial and in his late twenties, having decided to become a doctor, he attended classes at the newly founded University College at Cardiff. Passing the Intermediate Examination he entered University College London, qualifying in 1891, taking his M.D. and gaining gold medals in 1892 and 1893. He was elected a Fellow of University College London in 1898. As medical practices had, at that time, either to be purchased or inherited, Harold Richards took a salaried post as Medical Officer of Health for Chesterfield and Dronfield (Derbyshire), soon moving to Croydon. After his work at Cardiff, he transferred, in 1920, to the Ministry of Health in London, responsible for the medical and hospital aspects of the Local Government Act, 1929 (Anon. 1943 a, b ). He retired in 1930 and died in 1943. His obituaries recorded that he was ‘excessively shy and modest’, that he always ‘overworked’ and had markedly high standards (Anon. 1943 a, b ). Such comments would be equally true of Owain.

Special issue on: Professionalizing the family business and business-owning family: Challenging our beliefs and moving the needle

2021 ◽  
pp. 100424
Author(s):  
Claudia Binz Astrachan ◽  
Matthias Waldkirch ◽  
Kimberly A. Eddleston ◽  
Michael A. Hitt ◽  
Shaker A. Zahra
Keyword(s):  
Family Business ◽  
Special Issue ◽  
The Family

scholarly journals Diunsa: An Entrepreneurial Family’s Digital Response to COVID-19

2021 ◽  
pp. 251512742110331
Author(s):  
Lauri Union ◽  
Carmen Suen ◽  
Rubén Mancha
Keyword(s):  
Customer Service ◽  
Family Business ◽  
Service Operations ◽  
State Of Emergency ◽  
Supply Chain Disruptions ◽  
Online Retail ◽  
External Resources ◽  
The Third ◽  
The Family ◽  
Brick And Mortar

On March 15, 2020, in response to the Covid-19 pandemic, the Honduran government unexpectedly announced a state of emergency and mandated immediate closure of all businesses. Diunsa closed its six stores. The family-owned retailer had anticipated supply chain disruptions, stocked from alternative suppliers, and formed a crisis management team. Now, to keep the business afloat during the unexpected closure and retain all its employees on the payroll, the company had to move sales from the brick-and-mortar stores to an incomplete online retail site. The third generation in the family business—the Faraj siblings, all in their 20’s—led the critical transition online and response to setbacks. As digital-native millennials, they helped improve the website, customer service, operations, and delivery in a short amount of time and using external resources and various technologies. As the situation stabilized, Diunsa’s leadership asked: How will Diunsa build on the momentum for digital transformation and turn its tactical actions into a digital strategy? How can we continue to tap into the leadership of our up-and-coming generation to achieve these goals?

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