scholarly journals Family Business in the Brick and Tile Industry in Athens, 1900–1940

2019 ◽  
Vol 15 (1) ◽  
pp. 88
Author(s):  
Michalis Bardanis
Keyword(s):  
Family Business ◽  
Family Businesses ◽  
The Other ◽  
Dense Network ◽  
Medium Scale ◽  
Factory Production ◽  
Brick And Tile ◽  
The One ◽  
Industrial Units

From 1900 to 1940, family businesses in the brick- and tile-making industry of Athens and its port, Piraeus, were a notable institution that played an important role in the development of the sector and its transformation from artisanal to factory production. They formed a dense network of small and medium-scale units, from which more than 20 big factories would emerge after the 1920s. Α strong and constant antagonism between them, on the one side, and the few European-scale large industrial units, on the other, developed. Within this framework, the story of the Athens brick industry in this period can be vividly interpreted through the function and evolution of familial firms (which were under the control of nuclear, extended or multinuclear families) and the actions of their owners.

Organizational correlates of workplace bullying in small- and medium-sized enterprises

2011 ◽  
Vol 29 (6) ◽  
pp. 610-625 ◽  
Author(s):  
Elfi Baillien ◽  
Inge Neyens ◽  
Hans De Witte
Keyword(s):  
Organizational Change ◽  
Family Business ◽  
Workplace Bullying ◽  
Theoretical Framework ◽  
Family Businesses ◽  
The Other ◽  
Organizational Characteristics ◽  
Regression Analyses ◽  
Bullying Policy ◽  
The One

Over recent decades, a broad range of studies have investigated organizational antecedents of workplace bullying, predominantly in large organizations. Exploring this topic within small- and medium-sized enterprises (SMEs) is however important: SMEs differ from large organizations in cultural, structural and strategic ways. Accordingly, the current study aims to investigate organizational correlates of bullying in SMEs based on the Three Way Model as a theoretical framework. Data were gathered from 358 employees in 39 Flemish (Belgian) SMEs with maximum 100 employees. The organizational characteristics explained 29 per cent of the variance of bullying. Regression analyses revealed statistically significant associations between bullying, on the one hand, and organizational change, a people-oriented culture, an (known) anti-bullying policy, working in a family business, on the other hand. In sum, our results suggest that SMEs experiencing organizational change need to be extra vigilant against workplace bullying. Based on our results, bullying also seems more prevalent in SMEs without a people-oriented culture and in family businesses. Finally, the results suggest that the presence of an anti-bullying policy buffers bullying in SMEs.

scholarly journals Tax risks sources and consequences as a part of intercultural management at family companies

2014 ◽  
Vol 6 (4-1) ◽  
pp. 191-201
Author(s):  
Monika Walicka
Keyword(s):  
Focus Group ◽  
Family Business ◽  
Focus Group Interview ◽  
The Other ◽  
Management Research ◽  
Tax System ◽  
Interview Method ◽  
Intercultural Management ◽  
Risk Sources ◽  
The One

Abstract One of the factors determining competitiveness of the companies is an appropriate environment for running a business. Such an environment is a tax system in which companies functioning. On the one hand, it creates many possibilities of tax optimization but on the other hand exposes to a tax risk. An analysis of risk sources and effects of exhibition to tax risk was carried out in this article in the context of intercultural management. Research was conducted using 4 case studies approach and focus group interview method to develop preposition. The purpose of this study was to indicate the tax strategies that are possible to apply in family business, which will cause limitation of tax risk, as well as minimization of tax burdens.

scholarly journals A Republican Housewife: Marie‐Jeanne Phlipon Roland on Women's Political Role

Hypatia ◽  
2016 ◽  
Vol 31 (1) ◽  
pp. 107-122 ◽  
Author(s):  
Sandrine Bergès
Keyword(s):  
Eighteenth Century ◽  
Family Business ◽  
Woman Writer ◽  
The Other ◽  
Equal Part ◽  
Men And Women ◽  
Political Role ◽  
Women's Role ◽  
The One ◽  
Philosophical Writings

In this paper I look at the philosophical (and sometimes personal) struggles of one eighteenth‐century woman writer to reconcile a desire and obvious capacity to participate in the creation of republican ideals and their applications on the one hand, and on the other a deeply held belief that women's role in a republic is confined to the domestic realm. I argue that Marie‐Jeanne Phlipon Roland's philosophical writings—three unpublished essays, published and unpublished letters, as well as parts of her memoirs—suggest that even though she adopted a Rousseau‐style rural republicanism that relies on complementarity of men and women's virtues, she somehow succeeds in proposing a less sexist picture of the republican family, one that makes it possible for men and women to take an equal part in family business and politics.

“I'm Your Leader Now, but Do You Trust Me?”

2022 ◽  
pp. 466-487
Author(s):  
Simona Leonelli ◽  
Francesca Masciarelli ◽  
Alessandra Tognazzo
Keyword(s):  
Leadership Style ◽  
Family Business ◽  
Family Businesses ◽  
The Other ◽  
Leadership Succession ◽  
Next Generation ◽  
Previous Generation ◽  
Transportation Sector ◽  
Business Cases

Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain their employees' trust which is typically very challenging due to previous generation' influence on the business. The chapter explores how trust in family leaders can impact succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader's perception of their leadership style correspond to non-family employees' perceptions. However, employees' trust in the incumbent is higher than the trust in the successor.

scholarly journals CEOs’ Joy of Working for the Family Firm: The Role of Psychological Ownership and Stewardship Behavior

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Bart Henssen ◽  
Matti Koiranen
Keyword(s):  
Family Business ◽  
Family Firm ◽  
The Other ◽  
Psychological Ownership ◽  
Other Hand ◽  
The Family ◽  
The One ◽  
Stewardship Behavior ◽  
The Relationship

Abstract In this article, we examine the factors which lead to CEOs’ joy of working for the family firm, as it is expected to contribute to their willingness to invest in its perpetuation and success. We focus on three such factors: CEOs’ collective psychological ownership, their individual psychological ownership, and CEOs’ stewardship behavior. We find that on the one hand, the relationship between CEOs’ collective psychological ownership and their joy of working for the family business is mediated by their stewardship behavior, and on the other hand, stewardship behavior mediates the relationship between CEOs’ individual psychological ownership and their joy of work. We make valuable contributions to psychological ownership literature, to stewardship literature, and to the literature on joy and joy at work.

The Importance of Leadership, Corporate Climate, Use of Resources, and Strategic Planning in Family Business

2019 ◽  
pp. 212-230
Author(s):  
Danny C. Barbery ◽  
Carlos L. Torres
Keyword(s):  
Emotional Intelligence ◽  
Resource Management ◽  
Strategic Planning ◽  
Family Business ◽  
Social Intelligence ◽  
Working Environment ◽  
The Other ◽  
Use Of Resources ◽  
The Family ◽  
The One

This chapter deals with the significance and interaction of four key elements for the development of the family business: on the one hand, the leadership and the working environment as human elements, and on the other hand, the resource management and strategic planning. After reviewing some literature, the authors concluded that family business, through their socioemotional wealth (SEW), emotional intelligence (EI), and social intelligence (SI), generate an interaction between these four variables which results in a model centered on the socioemotional intelligence (SEI). The SEI is the main pillar of family businesses, as these are classified in four types: the fearful, the curious, the careful, and the focused.

Freeing the Shackles of Family Business Ownership

2002 ◽  
Vol 15 (4) ◽  
pp. 321-336 ◽  
Author(s):  
Jill Thomas
Keyword(s):  
Family Business ◽  
Family Businesses ◽  
The Other ◽  
Family Tree ◽  
Ownership Transfer ◽  
Fifth Generation ◽  
Factors Influencing ◽  
Australian Family ◽  
The Family ◽  
Management Succession

Ownership and management succession are recognized as defining processes for family businesses worldwide. Through the generations, as the family tree spreads, shareholdings become more dispersed, with no guarantee that all family shareholders will have the same degree of commitment to, and interest in, the family business. This paper discusses factors influencing the outcome of external and internal challenges to ownership of two interrelated Australian family businesses— one in its fifth generation, the other in its third. It concludes with guidelines to allow for effective and timely ownership transfer for those wishing to realize capital or retain control of their inherited investment.

“I'm Your Leader Now, but Do You Trust Me?”

2020 ◽  
pp. 85-106
Author(s):  
Simona Leonelli ◽  
Francesca Masciarelli ◽  
Alessandra Tognazzo
Keyword(s):  
Leadership Style ◽  
Family Business ◽  
Family Businesses ◽  
The Other ◽  
Leadership Succession ◽  
Next Generation ◽  
Previous Generation ◽  
Transportation Sector ◽  
Business Cases

Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain their employees' trust which is typically very challenging due to previous generation' influence on the business. The chapter explores how trust in family leaders can impact succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader's perception of their leadership style correspond to non-family employees' perceptions. However, employees' trust in the incumbent is higher than the trust in the successor.

Gesellschafterdarlehen und stehengelassene Gewinne in Familienunternehmen

2019 ◽  
Author(s):  
Julia Katharina Rupp
Keyword(s):  
Family Businesses ◽  
The Other ◽  
Corporate Financing ◽  
Legal Policy ◽  
The Public ◽  
Other Hand ◽  
Shareholder Loans ◽  
The One

It has not been definitively determined whether family businesses require a banking licence pursuant to sec. 32 para. 1 sentence 1 of the German Banking Act (KWG) for corporate financing with shareholder loans and profits left in the business. Considerations regarding the scope of sec. 32 of the KWG, especially its limitations, and an interpretation of the elements of the deposit business pursuant to sec. 1 para. 1 sentence 2 no. 1 of the KWG generally make clear that such a licence is not necessary. On the one hand, shareholder loans and profits left in a business are not covered by the protective purpose of sec. 32 of the KWG, especially since they are comparable to other excluded operations and due to systematic and legal policy-related considerations. On the other hand, shareholder loans and profits left in a business are not banking transactions in the form of deposits. They can neither be qualified through interpretation as unconditionally repayable funds nor as funds from the public.

scholarly journals Measuring the Physico-Chemical Impact of Wastewater from the Open Sewer in an Industrial Area: Case of the Kossodo Industrial Area in the City of Ouagadougou in Burkina Faso

2021 ◽  
Vol 10 (1) ◽  
pp. 46
Author(s):  
Bernard Gouba ◽  
Madjoyogo Herve Sirima ◽  
Betaboale Naon
Keyword(s):  
Industrial Area ◽  
The Other ◽  
Environment And Public Health ◽  
Industrial Zone ◽  
Chemical Parameters ◽  
Physico Chemical ◽  
Foul Odor ◽  
The One ◽  
The City ◽  
Industrial Units

Wastewater from industrial units in the Kossodo district in the city of Ouagadougou has a physicochemical impact on the environment and the population. For several years the Kossodo area was famous for the effects of wastewater from industrial units on the environment (a foul odor). We took samples from various points of the open canals in order to determine the physico-chemical parameters of this wastewater. This choice was guided by a concern to measure the physico-chemical impact of wastewater from the open sewer in the industrial zone of Kossodo in the city of Ouagadougou on the one hand and to show the danger represented by this wastewater from industrial units on the environment and public health on the other hand. The objective also guided the choice of the parameters retained for the measurement of the physicochemical impact of the industrial units wastewater of the open sewer of Kossodo zone in the city of Ouagadougou: MES, DCO, BOD5, pH, Potassium, Sodium. The results show that the wastewater from the open sewers of the industrial units of Kossodo in the city of Ouagadougou, has a high physicochemical parameter content than the authorized discharge standard.

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