scholarly journals Succession Analysis in Family Business (Case Study at PT. BJE)

2021 ◽  
Vol 2 (2) ◽  
pp. 115
Author(s):  
OH, Retno Sri Wahyuningsih ◽  
Agatha Ferijani
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Selection Process ◽  
Secondary Data ◽  
Business Case ◽  
Star Model ◽  
Business Case Study ◽  
Business Succession ◽  
Depth Interviews

This study aims to analyze the family business succession process carried out by PT. BJE in the election of son-in-law as the business successor. To understand the selection process, a succession analysis was carried out through the seven stages of the Seven-Point Star Model. The research method uses descriptive qualitative with a case study phenomenology approach. This study used primary and secondary data obtained by means of semi-structured in-depth interviews, participatory observation, and company documentation. The results showed that the stages of the Seven-Point Star Model succession planning had not yet been fully implemented by PT. BJE.

scholarly journals The Effectiveness of Succession in a Family Business: Case Study on Batik Industry in Indonesia

2021 ◽  
Vol 5 (1) ◽  
Author(s):  
Istiatin Istiatin ◽  
Ari Susanti
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Business Case ◽  
Third Generation ◽  
The Third ◽  
Business Operations ◽  
Business Case Study ◽  
Qualitative Descriptive ◽  
Business Succession ◽  
Succession Model

The purpose of this study is; To describe succession planning and an effective succession model, to create a successful successor, to describe the planning and design an effective succession model, and to create a successful successor in both PT. Danliris and Batik Semar. The method used in this study is qualitative descriptive. Data collection is by observation and using in-depth interviews. Informant selection was determined by purposive sampling. The validity of the data was tested by the source triangulation. The results show that PT. Danliris has been succesfully done the succession because the founder involved the successor. Although the delivery of the succession was unplanned, the mentoring process went naturally and create the third generation as the successor who has good responsibility for the sustainability of the family business. In the other hand, PT. Batik Semar did not perform succession effectively because the founder did not involve the successor. The founder still in charge in family business’ operations. The third Generation of Batik Semar is currently still leading and the successor just become passive leader. And up to now, the decision makers are still done by the founder. Keywords; Family Business, succession planning, effective succession model, qualified successor.

scholarly journals Financial Analysis of Carp (Cyprinus carpio) Hatchery Business (Case Study in Ciparay Sub-District, Bandung District, West Java, Indonesia)

2021 ◽  
pp. 35-45
Author(s):  
Iwang Gumilar ◽  
Adinda Elsha Akmalya ◽  
Yayat Dhahiyat ◽  
Asep Agus Handaka Suryana
Keyword(s):  
Cyprinus Carpio ◽  
Financial Analysis ◽  
Secondary Data ◽  
Business Case ◽  
Primary Data ◽  
Case Study Method ◽  
Carp Cyprinus Carpio ◽  
Business Case Study ◽  
Profit Value

Carp (Cyprinus carpio) hatchery cultivation is one of the business activities carried out by the community in Ciparay District, Bandung Regency. This research aims to analyze the financial feasibility of carp hatchery cultivation in Ciparay District, Bandung Regency. This research was conducted using a case study method consisting of primary data and secondary data. Primary data obtained from interviews with respondents and secondary data obtained from related agencies. This research uses 38 respondents as samples based on the sampling method (purposive sampling). The analysis used in this research is descriptive quantitative. The results obtained from this research are carp hatchery cultivation in Ciparay District has a profit value of 164,225,000 IDR/year, Profitability of 217%, R/C of 3.2 and Payback Period of 33 days so it is feasible to run and develop. Carp hatchery cultivators in Ciparay District, Bandung Regency are indicated to be prosperous because they have a higher income than the Regional Minimum Wage of Bandung Regency.

scholarly journals Family Business: An Entrepreneurial Longer-Term Perspective

2016 ◽  
Vol 7 (1) ◽  
pp. 9
Author(s):  
Ratna L. Nugroho
Keyword(s):  
Conceptual Model ◽  
Family Business ◽  
Business Case ◽  
Business Research ◽  
The Family ◽  
Business Case Study ◽  
The Many

This family business case study is concerned with investigating the issue of the complexity of the many views of the family business research, focusing exclusively on the entrepreneurial concept. In taking this concept, three characteristics were identified in this case study, namely: the attitudes, the skills, and the behavior. Along with these findings, it is suggested that the conceptual model, the so-called “the three circles,” where this three circle has an overlap and identify as a longer-term entrepreneurial perspective within the family-owned enterprise.

scholarly journals Founder’s Apprehension in Small Family Business Succession in Thailand: Interpretative View of the Situational Distance

SAGE Open ◽  
2019 ◽  
Vol 9 (4) ◽  
pp. 215824401988513
Author(s):  
Tariq H. Malik
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Discretionary Power ◽  
Small Family ◽  
Cognitive Scripts ◽  
Succession Process ◽  
Functional Context ◽  
Business Succession ◽  
Depth Interviews ◽  
Family Business Succession

Small family businesses (SFBs) encounter disruption during the intergenerational succession unless understood and managed effectively. Even before the succession process begins, the founder’s apprehension about the succession rises to a critical level, and yet a little research has dealt with this issue. We address the issue of the founder’s apprehension through this qualitative study by tracing the causes, contexts, and contours through the accounts of the founder in Thailand. We used 18 in-depth interviews with founders whose business types, their intergenerational succession planning, and regional contexts had similarities. A bricolage between family business as a rational device and a social device reveals whether and how the founder’s mental structures and situated-attention reflected on the focal concept of “apprehension.” We note several findings. First, a combination of cognitive scripts and situated attention altered the founder’s identity vis-à-vis the heir. Following from the functional, relational, locational, temporal, and structural narratives, the founder’s interpreted distance from that of the heir suggests that the discretionary power of the founder varies. Second, this variation translates into apprehension in an order. Third, based on the order of the distance between the founder and heir, the functional and structural narrative take the first and second positions. Third, theoretically, we link the functional context to cognitive and structural context to normative perspectives.

scholarly journals Organizational resilience of family business: case study

2018 ◽  
Vol 17 (1) ◽  
pp. 57 ◽  
Author(s):  
Tomasz Ingram ◽  
Grzegorz Głód
Keyword(s):  
Family Business ◽  
Business Case ◽  
Organizational Resilience ◽  
Business Case Study

scholarly journals Family influence on internationalization: an analysis of risk acceptance

2018 ◽  
Vol 22 (1) ◽  
pp. 8
Author(s):  
Waldir Goede ◽  
Dinorá Eliete Floriani ◽  
Ademir Furtado Filho
Keyword(s):  
Family Business ◽  
Secondary Data ◽  
Family Influence ◽  
Primary Data ◽  
Longitudinal Case Study ◽  
Family Commitment ◽  
The Family ◽  
Risk Acceptance ◽  
Depth Interviews

This article aims to contribute to the literature on family business (FBs), particularly from the perspective of commitment and influence of family on the FB internationalization regarding risk acceptance. Qualitative in nature, the study involved the use of a single longitudinal case study, based on in-depth interviews, storytelling and secondary data. Primary data were collected through semi-structured personal interviews with the company’s board chairman and vice-chairman, commercial director, European director and export manager; and secondary data were obtained using documental and scientific sources. It could be seen that family commitment and ownership influenced the internationalization process due to the proactivity of its European descendant founders, and particularly because in this company studied the process was initiated by a non-family member. However, family participation encourages risk acceptance, since the attachment to the family business creates an eagerness for growth. The findings corroborate the characteristics proposed by the Uppsala School, which claims that internationalization occurs in an unplanned, opportunistic manner, following sequential phases, through incremental learning and via the establishment of networks.

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.

scholarly journals THE CHALLENGES OF FAMILY BUSINESS SUCCESSION PROCESS: A CASE STUDY OF TWO MAJOR BATIK PERANAKAN ENTREPRENEURS IN PEKALONGAN AND SOLO

2021 ◽  
Vol 2 (1) ◽  
pp. 1
Author(s):  
Lili Kristanti ◽  
Maureen Nuradhi
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Research Method ◽  
Future Generations ◽  
The Third ◽  
Succession Process ◽  
The Difference ◽  
Business Succession ◽  
Family Business Succession

<p>Family business has many challenges to sustain for generations. Two legendary Peranakan batik entrepreneurial families halted their businesses at the third generation and this research looks for the causes of this failure. Through qualitative research method, the conclusion drawn is that there is no mature succession planning from the predecessor to the successor. Meanwhile, the difference in motivation and commitment of the next generation of these two family businesses do not seem to cause a difference in the final journey of Batik Oey Soe Tjoen and Batik Tiga Negeri. Factors beyond succession planning and commitment of future generations can be subject to further research studies.</p><p> </p>

scholarly journals Internal Open Innovation—Lessons Learned from Internal Crowdsourcing at SAP

2020 ◽  
Vol 12 (10) ◽  
pp. 4245
Author(s):  
Jakob Pohlisch
Keyword(s):  
Multinational Corporations ◽  
Open Innovation ◽  
Business Models ◽  
Secondary Data ◽  
Business Case ◽  
Lessons Learned ◽  
Sustainable Business ◽  
Business Case Study ◽  
Sustainable Business Models

Crowdsourcing provides companies with access to widespread knowledge pools and constitutes a well-established inbound open innovation practice. More recently, some companies have introduced the approach of open innovation within their company boundaries. Using internal crowdsourcing (IC), companies can apply open innovation principles to overcome information silos. Multinational corporations often have thousands of employees around the globe, embedded in divisions and virtually separated from each other. Although a large proportion of companies nowadays use social IT to mitigate problems of distance, only a few companies can access their employees’ wisdom effectively—let alone efficiently. With almost 100,000 employees worldwide, SAP possesses significant resources, which IC can help to unlock and develop. In this business case study, we report the findings of our investigation of five IC implementations at SAP. Based on interviews and secondary data, we analyze the process and related governance tasks of the different IC approaches. The applications for IC range from the search for new and sustainable business models to an approach that uses crowdsourcing for the competence development of SAP’s employees. Our paper contributes to our understanding of open innovation and crowdsourcing by conceptualizing IC as a form of internal open innovation. Further, from our observations, we derive six lessons learned to support managers in implementing and executing IC initiatives successfully. Our findings will subsequently help managers to increase the innovation capabilities of their companies, create more sustainable business models, further the entrepreneurial mindset of their employees and thus provide a competitive advantage.

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