scholarly journals MOTIVATION OF FRESH GRADUATE STUDENTS WHO LEAVE A FAMILY BUSINESS

MANAJERIAL ◽  
2019 ◽  
Vol 5 (2) ◽  
pp. 12
Author(s):  
Evaldo Hans S.R ◽  
Mirza Dwi Ilmawan ◽  
Aditya Narendra Wardhana
Keyword(s):  
Graduate Students ◽  
Qualitative Methods ◽  
Family Business ◽  
Large Family ◽  
Family Businesses ◽  
Career Opportunities ◽  
The Family ◽  
Decisions To Leave ◽  
Succession In Family Business ◽  
Depth Interviews

The purpose of this study is to examine some of the main reasons for successor from family businesses who do not want to continue their family business. This study uses qualitative methods using the approach of in-depth interviews with respondents. The research respondents were fresh graduates who did not want to continue the family business that had been initiated by a large family of respondents. The findings in this study prove that respondents prefer to avoid conflicts with relatives or the absence of succession in family business. Career opportunities from other companies are another factor in making decisions to leave the family business.

The Dynamics of Women's Roles as Family Business Managers

2002 ◽  
Vol 15 (3) ◽  
pp. 239-252 ◽  
Author(s):  
Florence Curimbaba
Keyword(s):  
Family Business ◽  
Three Dimensional ◽  
Family Businesses ◽  
Development Model ◽  
Business Managers ◽  
Professional Experiences ◽  
The Family ◽  
Business Structures ◽  
Managerial Positions ◽  
Depth Interviews

This study investigates the professional experiences of female heirs in a variety of family businesses located in three states of the Brazilian Southeast. The aim is to analyze both how the family and business structures affect the daughters' visibility in managerial positions and the resulting gender relations. Twelve open-ended, in-depth interviews were conducted. The responses were analyzed, and pathways were classified according to the Gersick, Davis, Hampton, and Lansberg (1997) three-dimensional development model of family businesses. Three groups were formed to describe the daughters' experiences: invisible, professional, and anchor.

scholarly journals Knowledge Management Untuk Menciptakan Daya Saing Bisnis Keluarga Pada Pengelolaan Bisnis Kuliner di Kota Palembang

MBIA ◽  
2020 ◽  
Vol 19 (1) ◽  
pp. 66-74
Author(s):  
Trisninawati Trisninawati ◽  
Dina Mellita
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Family Business ◽  
Human Resources Management ◽  
Family Businesses ◽  
Resources Management ◽  
The Family ◽  
The City ◽  
Depth Interviews

The culinary business in the city of Palembang is one of the family businesses that has been passed down for generations, the culinary business in recent years can create growth opportunities for employment and increase the ability of human resources. Management of many family businesses is controlled and operated by one member or several families and many family businesses have non-family members as employees. This study aims to determine the role of knowledge management in creating human resources who are ready to compete in the culinary industry in the city of Palembang. by analyzing the factors that must be considered such as the next generation development factors, information technology, and business development. This research uses a qualitative approach through in-depth interviews and direct observation. The results of this study indicate that the culinary business in the family business is still carried out traditionally the application of technology is still limited so the need for the role of knowledge management in order to be able to identify knowledge can realize competitiveness and sustainability as a benchmark for the success of the family business especially the culinary business in the city of Palembang   Abstrak Bisnis  kuliner di kota Palembang merupakan salah satu bisnis keluarga yang sudah turun temurun,  bisnis kuliner tersebut dalam beberapa tahun ini dapat menciptakan peluang pertumbuhan bagi lapangan kerja dan peningkatan kemampuan sumber daya manusia. Manajemen bisnis keluarga banyak dikendalikan dan dioperasikan oleh  satu anggota atau beberapa keluarga dan banyak bisnis keluarga memiliki anggota non keluarga sebagai karyawan. Penelitian ini bertujuan untuk mengetahui peran knowledge management dalam  menciptakan sumber daya manusia yang siap untuk berdaya saing  pada industri kuliner di kota Palembang. dengan menganalisis  faktor- faktor yang harus diperhatikan seperti faktor pengembangan generasi penerus, teknologi informasi,dan  pengembangan usaha. Penelitian ini menggunakan pendekatan kualitatif melalui wawancara mendalam dan observasi langsung. Hasil penelitian ini menunjukkan bahwa bisnis kuliner dalam bisnis keluarga masih dilakukan tradisional penerapan teknologi masih terbatas sehingga perlu adanya peran knowledge management agar   mampu mengidentifikasi pengetahuan dapat mewujudkan daya saing dan berkelanjutan  sebagai  tolak ukur keberhasilan bisnis keluarga khususnya bisnis kuliner  di kota Palembang.

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.

Succession in Family Business Through Authentic Leadership

2022 ◽  
pp. 488-503
Author(s):  
Elif Baykal
Keyword(s):  
Family Business ◽  
Authentic Leadership ◽  
Family Firms ◽  
Family Members ◽  
Family Values ◽  
Family Businesses ◽  
Multiple Stakeholders ◽  
Conflicting Demands ◽  
The Family ◽  
Succession In Family Business

Family businesses are the kind of organizations that are characterized by overlapping systems of ownership, management, governance, and family values. In family firms, the family is the main asset of the business, and family members are strictly bound to the firm. Due to the dominance of a specific family, the success of the company is closely linked to the proper administration of the duality in the industry, the existence of family and business simultaneously. This fact distinguishes family firms from other companies. Furthermore, managerial and ownership priorities of the owner family are maintained through intergenerational succession. And, the existence of multiple stakeholders and their conflicting demands necessitate a transparent and authentic leadership approach in this delicate process. In this chapter, it is proposed that in family firms, intergenerational succession is more convenient and less painful, in case an authentic leader who gives importance to high levels of awareness, transparency, and morality is in power.

Succession in Family Business Through Authentic Leadership

2019 ◽  
pp. 436-451
Author(s):  
Elif Baykal
Keyword(s):  
Family Business ◽  
Authentic Leadership ◽  
Family Firms ◽  
Family Members ◽  
Family Values ◽  
Family Businesses ◽  
Multiple Stakeholders ◽  
Conflicting Demands ◽  
The Family ◽  
Succession In Family Business

Family businesses are the kind of organizations that are characterized by overlapping systems of ownership, management, governance, and family values. In family firms, the family is the main asset of the business, and family members are strictly bound to the firm. Due to the dominance of a specific family, the success of the company is closely linked to the proper administration of the duality in the industry, the existence of family and business simultaneously. This fact distinguishes family firms from other companies. Furthermore, managerial and ownership priorities of the owner family are maintained through intergenerational succession. And, the existence of multiple stakeholders and their conflicting demands necessitate a transparent and authentic leadership approach in this delicate process. In this chapter, it is proposed that in family firms, intergenerational succession is more convenient and less painful, in case an authentic leader who gives importance to high levels of awareness, transparency, and morality is in power.

scholarly journals Cultural Specificities of Succession’ Failure and Success in the Context of Unlisted Moroccan Family-Owned Businesses

2021 ◽  
Vol 12 (1) ◽  
pp. 130
Author(s):  
Azzeddine Allioui ◽  
Badr Habba ◽  
Taib Berrada El Azizi
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Large Family ◽  
Family Businesses ◽  
Structured Interviews ◽  
Succession Plan ◽  
The Family ◽  
Moroccan Family ◽  
Cultural Constraints ◽  
The Relationship

The purpose of this research aims to study the relationship between the cultural specificities of the Moroccan context and the success or failure of succession strategies (in terms of planning and process) in the case of Moroccan unlisted family businesses. Our study covered a sample of 20 unlisted Moroccan family businesses, 8 of which are SMEs, 6 are large firms, and 6 are VSEs, through a qualitative research based on semi-structured interviews with the managers of family businesses. Our results explain the influence of Moroccan cultural specificities on the success or failure of the transfer of family businesses. Indeed, these influences essentially manifest themselves in three antecedents: the succession planning that already reflects the intention to pass on the family business to the next generations, either by having a well-prepared plan, or an absence of a succession plan that leaves things to chance; the succession process that is influenced in part by specificities of Moroccan culture by granting privilege to the eldest male in the succession, and in another part this process becomes more rational by giving credit to successors competent to take over the family business in the case of large family businesses; and cultural constraints that are manifested mainly by the taboos surrounding the death of the predecessor and religious principles that similarly explain the different configurations of success or failure of the succession strategy of the family business. An extension of this work could be a multi-factor analysis in future researches.

scholarly journals Gender issues related to choosing the successor in the family business

2017 ◽  
Vol 7 (1-2) ◽  
Author(s):  
Covadonga Aldamiz-Echevarría ◽  
Idoia Idígoras ◽  
María-Azucena Vicente-Molina
Keyword(s):  
Qualitative Research ◽  
Birth Order ◽  
Family Business ◽  
Gender Issues ◽  
Family Businesses ◽  
First Child ◽  
The Family ◽  
Succession Process ◽  
Depth Interviews

This work focuses on the perception about the succession process in family businesses regarding gender issues and why daughters may feel inhibited or encouraged to join those firms. To achieve this, the authors developed a qualitative research based on 60 in-depth interviews with incumbents and successors who were planning or had just completed the succession process. The main findings are that even though, gender is not considered an obstacle to become successor, in fact that there are more male successors than females. Results also show that birth order influences the succession process more often if the first child is a male than if it is a female; but it is not only a predecessor's decision as many women also decide not to join the family business. Nevertheless, once they are in, family women are very much appreciated as family businesses’ managers.

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 innovation and internationalisation processes of family businesses

2017 ◽  
Vol 27 (2) ◽  
pp. 231-247 ◽  
Author(s):  
Vitor Braga ◽  
Aldina Correia ◽  
Alexandra Braga ◽  
Sofia Lemos
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Family Businesses ◽  
Family Management ◽  
Multivariate Statistic ◽  
Content Type ◽  
Business Innovation ◽  
The Family ◽  
Internationalisation Strategies ◽  
Innovation Processes

Purpose The success of the family firms cannot be detached from the current paradigm where, within the present economic conditions, economic agents struggle to exploit the existing opportunities and need to take into account the risks associated to the international arena and the innovation processes. The internationalisation and innovation processes may trigger resistance within family business due to their relatively higher difficulty to take risks and to invest in industries outside the scope of their original core business. Innovation and internationalisation processes become relevant strategies for the family firms’ continuity and success. In line with such fact, the aim of this paper is to contribute with insights regarding the processes of innovation and internationalisation within family businesses. In particular, this paper aims to assess the propensity of such firms to apply such strategies, to identify the particular business behaviour and to assess the extent to which the particulars of family firms may constraint or lead to the implementation of innovation policies, and thus its internationalisation. Design/methodology/approach The data were collected through questionnaires within family business aiming to understand the scope and characteristics of internationalisation and innovation processes within these firms. The 154 replies from such data collection were analysed using different multivariate statistic procedures, although this paper is based on factorial and correlation analysis. Findings The analysis of the results shows that there is an association between the processes of innovation and internationalisation within family business. In addition, the results also suggest a typology of firms regarding their innovation and internationalisation strategies and motivations. Research limitations/implications The results of this paper are, to some extent, limited because they did not allow comparing the findings with data from non-family business. However, the authors’ aim was not to distinguish family firms, but rather to characterise them. Practical implications This paper expects to contribute with lessons for the management of family business and to raise awareness of the constraints faced by family business. It is important to highlight that family business performance may be affected by a lower propensity to risk-taking attitudes, by the lack of non-family management and to the necessity of separating the family and the business in the business dimensions that the family limits the business growth. Originality/value Although there is a significant amount of the literature devoted to explore family business, innovation and internationalisation studies, very few draw on the relationship between internationalisation and innovation processes within family business. This paper explores such a relationship within a particular business context – the family dynamics that strongly affect management and business development.

Family succession, professionalization and internationalization: a study of Brazilian family businesses

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Augusto Dalmoro Costa ◽  
Aurora Carneiro Zen ◽  
Everson dos Santos Spindler
Keyword(s):  
Family Business ◽  
Family Members ◽  
Secondary Data ◽  
Family Businesses ◽  
Three Dimensions ◽  
Content Type ◽  
The Family ◽  
Two Generations ◽  
Internationalization Strategies ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between family succession, professionalization and internationalization in family businesses within the Brazilian context.Design/methodology/approachThe paper presents a multiple-case study method with three Brazilian family businesses that have at least two generations of the owning family involved in the business and an international presence of at least three years. In-depth interviews and secondary data were undertaken with family and non-family members of each case.FindingsThe authors' results show that a family business can boost its internationalization by introducing both succession planning and professionalization on international activities. As family members tend to be more risk-averse and focused on keeping the family business within the family, professionalization is a way of improving the firm's ability to expand internationally. This process tends to lead to lower performance by the firm for the first few months or the first year after the investment, but afterward, international performance tends to grow exponentially.Originality/valueOnly a few studies have been concerned on the relationship of these three dimensions. Thus, the research takes into account that professionalization and succession lead family businesses to improve their internationalization strategies.

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