scholarly journals Opportunities for fiscal stimulation of the family business in tourism in crisis

2021 ◽  
Vol LXII (2) ◽  
pp. 131-141
Author(s):  
Nikolay Katrandzhiev ◽  
◽  
Snezhinka Konstantinova ◽  
Keyword(s):  
Family Business ◽  
Tax Incentives ◽  
Tax Collection ◽  
Tax Preference ◽  
Local Taxes ◽  
The Family ◽  
Different Types ◽  
Legislative Framework ◽  
Municipal Level ◽  
Stimulation Of

This study presents opportunities for tax incentives for family tourism business in Bulgaria. For this purpose, a study and analysis was carried out on dynamics of tax collection and amount of local taxes for the period 2017 – 2019. On this basis was made a sample of different types of municipalities in which tourism business is prioritized – sea, mountain and spa. The variation of the amount of tourist tax paid was examined in different groups. Tax preference options are available at the municipal level for businesses in crisis, by changing legislative framework, reducing or abolishing some taxes and digitizing processes.

Das Chamäleon-Modell als Erklärungsmuster für die Organisationsstrukturen von Unternehmerfamilien

2019 ◽  
Vol 67 (1) ◽  
pp. 1-34 ◽  
Author(s):  
Rena Haftlmeier-Seiffert ◽  
Sven Cravotta
Keyword(s):  
Decision Making ◽  
Family Business ◽  
Research Question ◽  
Multiple Case Study ◽  
Economic Stability ◽  
Family Organization ◽  
The Family ◽  
Different Types ◽  
Multiple Case

Zusammenfassung Offensichtlich sind es die Unternehmerfamilien, die ihrem Familienunternehmen eine besondere wirtschaftliche Stabilität verleihen. Dies ist allerdings nur möglich, wenn sie sicherstellen, dass sie stets handlungs- und entscheidungsfähig sind. Die hier verfolgte Forschungsfrage lautet deshalb: Wie organisieren Unternehmerfamilien ihre Entscheidungsfähigkeit? Das Chamäleon-Modell zeigt, dass bei Unternehmerfamilien verschiedene Organisationsformen latent vorhanden sind. Diese werden flexibel eingesetzt, je nachdem, was zielführend ist, um schnell zu tragfähigen Entscheidungen zu gelangen. D.h. die Unternehmerfamilienorganisation wechselt also ihre explizite Organisationsform wie ein Chamäleon die Farbe. Das Chamäleon-Modell wurde aus einer multiplen Fallstudie entwickelt, bei der vier traditionsreiche Unternehmerfamilien intensiv untersucht wurden. Abstract Apparently, it is the family that grants outstanding economic stability to the family business. However, this is only possible, if the family ensures to be always capable of acting and of making decisions. This leads us to the following research question: How do entrepreneurial families organize their decision-making ability? The Chameleon Model shows, that there are different types of organization latent available for entrepreneurial families. These are used flexibly, depending on what is leading to quick and stable decisions. That is to say, the entrepreneurial family organization changes the explicit organization form like a chameleon the colour. The Chameleon Model was developed from a multiple case study, analyzing four traditional entrepreneurial families in depth.

scholarly journals Family Routines and Next-Generation Engagement in Family Firms

2018 ◽  
Vol 43 (2) ◽  
pp. 244-250 ◽  
Author(s):  
Trish Reay
Keyword(s):  
Family Business ◽  
Parental Support ◽  
Psychological Control ◽  
Family Firms ◽  
Next Generation ◽  
Family Routines ◽  
The Family ◽  
Different Types ◽  
Perceived Parental Support ◽  
The Impact

By focusing on the impact of different types of family routines and how they change, this commentary builds on concepts regarding the influence of perceived parental support and psychological control on next-generation engagement in family firms. Drawing on the organizational routines literature and the family studies literature, I propose that attention to family routines, and how these routines change (or not) over time can reveal additional insights regarding next-generation engagement in the family business.

scholarly journals Legal and Economic Context of the Czech Civil Code Rules on Family Enterprises

2017 ◽  
Vol 65 (6) ◽  
pp. 1945-1951 ◽  
Author(s):  
Martin Janků
Keyword(s):  
Family Business ◽  
Civil Code ◽  
Legal Analysis ◽  
Eu Member States ◽  
Stable Order ◽  
Family Enterprise ◽  
Family Enterprises ◽  
The Family ◽  
Legislative Framework ◽  
Legal Position

The family-run business model is in the Czech Republic not used in the scope, as it is the case of other EU Member States. Until recently one of the reasons was also the absence of a legislative framework that would give to the family business or its organization a comprehensive and systematic rules and a stable order. This has – from a part – changed since January 1st, 2014 with the entry into force of the new Czech Civil Code, Act No. 89/2012 Coll. The present paper aims at pointing out the ways, forms and the diversity of family business from business in general according to the legislation in the Civil Code introducing in its Sections 700 – 707 the institute of family enterprise. In the context of economic-legal analysis undertaken some aspects related to the family enterprise are highlighted, in particular the sharing of profit gains, employment of family members in the operation of the family enterprise and the continuing of operation of the family business after the death of the family member being in the legal position of the entrepreneur.

The nexus between size and external business advice in the family firm

2016 ◽  
Vol 29 (3) ◽  
pp. 326-346
Author(s):  
Cristina López-Cózar-Navarro ◽  
Tiziana Priede-Bergamini ◽  
Sonia Benito-Hernández
Keyword(s):  
Family Business ◽  
Design Methodology ◽  
Family Firms ◽  
Industrial Sector ◽  
Family Firm ◽  
Content Type ◽  
Legal Advice ◽  
Equality Of Means ◽  
The Family ◽  
Different Types

Purpose The purpose of this paper is to suggest two main objectives: to analyze if the size of the company is determined by the use of external legal and human resources (HR) advice; and to analyze if the size of the family business is determined by the use of these two same types of external advice. Design/methodology/approach The assessment is developed (2,013 firms, the Spanish industrial sector) by using descriptive statistics to compare the features of the different types of firms in the sample: family and non-family ones. This is completed with a test of equality of means and using econometric models. Findings Regarding legal advice, results show that as far as legal matters are concerned, when family businesses make greater use of this type of advice, they are smaller. This is a remarkable and interesting result because it differs from non-family firms, in which the use of this type of advice is positively related with size. Regarding the use of HR advice, while it remains significant in general cases with a positive result, this is not the same for family firms. Originality/value The use of advising in family firms is seldom dealt with in the literature, despite its helpfulness for family firm managers. There is gap in this field and a great deal of interesting research remains to be developed, because the authors consider that factors determining the use of advice in family and non-family firms are different.

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

The Arabic Origins of English and Indo-European “Definite Articles”: A Radical Linguistic Theory Approach

2016 ◽  
Vol 4 (6) ◽  
pp. 26
Author(s):  
Zaidan Ali Jassem
Keyword(s):  
Comparative Method ◽  
Linguistic Theory ◽  
General Level ◽  
Theory Approach ◽  
Tree Model ◽  
Linguistic Change ◽  
European Languages ◽  
The Family ◽  
Different Types ◽  
Definite Articles

This paper traces the Arabic origins or cognates of the “definite articles” in English and Indo-European languages from a radical linguistic (or lexical root) theory perspective. The data comprises the definite articles in English, German, French, Spanish, Portuguese, Italian, Romanian, Latin, Greek, Macedonian, Russian, Polish, Sanskrit, Hindi, Bengali, Persian, and Arabic. The results clearly indicate that five different types of such articles emerged in the data, all of which have true Arabic cognates with the same or similar forms and meanings, whose differences are due to natural and plausible causes and different routes of linguistic change, especially lexical, semantic, or morphological shift. Therefore, the results support the adequacy of the radical linguistic theory according to which, unlike the Family Tree Model or Comparative Method, Arabic, English, German, French, Latin, Greek, and Sanskrit not only belong to the same language family, renamed Eurabian or Urban family, but also are dialects of the same language, with Arabic being their origin all because only it shares the whole cognates with them all and because it has a huge phonetic, morphological, grammatical, and lexical variety. They also manifest fundamental flaws and grave drawbacks which plague English and Indo-European lexicography for ignoring Arabic as an ultimate ancestor and progenitor not only in the treatment of the topic at hand but in all others in general. On a more general level, they also show that there is a radical language from which all human languages stemmed and which has been preserved almost intact in Arabic, thus being the most conservative and productive language

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.

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