scholarly journals INTRODUÇÃO AO CONCEITO FAMÍLIA EMPRESÁRIA / INTRODUCTION TO THE FAMILY BUSINESS CONCEPT

2021 ◽  
Vol 6 (3) ◽  
Author(s):  
Jorge Rodrigues
Keyword(s):  
Family Business ◽  
Social Space ◽  
Symbolic Capital ◽  
Variable Geometry ◽  
Leadership Succession ◽  
Business Leadership ◽  
Input And Output ◽  
The Family ◽  
Definition Of ◽  
Business Family

Quem constitui a família empresária? A resposta a esta questão está por encontrar. Da aceitação da definição de família empresária irá depender a evolução do negócio familiar, a liderança e sucessão da família ou a divisão da herança. Através da revisão de literatura, com recurso aos conceitos de campo, habitus e capital simbólico, apresenta-se uma proposta exploratória de tipologia de família empresária. Esta aponta para um sistema aberto, intergeracional, com um perímetro de geometria variável, com fluxos de entrada e de saída no sistema, seja por causas naturais ou por razões de ordem social. Assim, são geradas combinatórias sempre originais, podendo torná-la potencialmente disfuncional e geradora de conflitos intermembros e/ou intraclãs. Logo, percebe-se a existência de um espaço social específico, relativamente autónomo, com regras de funcionamento, objetivos e interesses específicos. Answering the question "Who constitutes the family business?" is not found yet. According to the acceptance of a definition of family business it will depend the evolution of family business, leadership, succession in the family or the division of inheritance. Through literature review, using concepts as field of investigation, habitus and symbolic capital, an exploratory proposal of typology of business family is presented. This proposal points to an open, intergenerational system with a variable geometry perimeter. This perimeter includes an input and output flows system, either for natural reasons or for social reasons. Thus, we have the generation of original combinations, which can be potentially dysfunctional and generating inter or intra clan conflicts. Hence, we understand the existence of a specific social space, relatively autonomous, with specific rules of operation, objectives and interests. JEL: D02; D21; D23; Z13 <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0778/a.php" alt="Hit counter" /></p>

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.

ATF, Inc.: Fasteners and Family

2016 ◽  
pp. 1-8
Author(s):  
John L. Ward
Keyword(s):  
Leadership Style ◽  
Family Business ◽  
Charismatic Leadership ◽  
Leadership Succession ◽  
Business Leadership ◽  
The Future ◽  
Personal Leadership ◽  
Fundamental Insight ◽  
The Many ◽  
Personal Philosophy

The ATF case is a succinct opportunity to explore the many special features of leadership succession for a family business. In 2009 the company was passing the baton to the oldest of three sons in the second-generation family business. ATF produced metal and plastic fasteners for, primarily, the automotive industry. ATF had grown into a company with more than $50 million in annual revenues. The company had grown in large part through alliances with other family businesses around the world. First-generation patriarch Don Surber had led the company since he acquired it in 1982. Don was known for his charismatic leadership style and his focus on driving value through a network approach. The case traces the career paths of all three sons and looks at the succession through the eyes of the oldest son, Jason Surber. The elements, constituents, and challenges of succession are evident. The fundamental insight is that business leadership succession is far more than just passing the business leadership baton. It also requires attention to the family, the board, the whole system of external stakeholders, and the future of ownership. The epilogue in this note covers the period from 2009 to 2012 by describing what Jason did to earn credibility, to incorporate his brothers, and to define his personal leadership philosophy and style. The epilogue thus provides students with an opportunity to consider and define their own personal philosophy of management leadership and their own style. They will see the art of melding styles from the past with their own for the future.

scholarly journals Celebrity Couples as Business Families: A Social Network Perspective

2021 ◽  
pp. 089448652110503
Author(s):  
Yasaman Gorji ◽  
Michael Carney ◽  
Rajshree Prakash
Keyword(s):  
Social Networks ◽  
Social Relationships ◽  
Family Business ◽  
Economic Capital ◽  
The Family ◽  
Hollywood Movies ◽  
Career Performance ◽  
Business Family ◽  
Production Industry

We depict Hollywood celebrity couples as business families who participate in the project-based movie production industry, which is a temporary and disaggregated form of organization where skilled individuals are linked to one another through contractual and social relationships. Appearing in Hollywood movies generates celebrity capital, which can be converted into economic capital through involvement in endorsements and other rent-generating activities. Finding projects is facilitated by membership in high-quality social networks, and we consider celebrity marriage as a means of merging two individuals’ social networks, which can be mutually beneficial for both parties. We develop and test three hypotheses about the quality of social networks prior to and after marriage and analyze their impact upon celebrities’ postmarriage career performance. We contribute to the family business literature by exploring hybridized and adaptive forms of business family in contemporary project industries, which has the potential to enlarge family business scholars’ research horizons.

scholarly journals Nurturing and Transferring Entrepreneurship in Thai Business Families

2018 ◽  
Vol 5 (1) ◽  
pp. 23 ◽  
Author(s):  
Rungluck Naksung ◽  
Opas Piansoongnern
Keyword(s):  
Family Business ◽  
Parental Support ◽  
Developmental Stages ◽  
Structured Interview ◽  
Business Practices ◽  
The Family ◽  
Two Factors ◽  
Parental Family ◽  
Business Family ◽  
Thai Business

This research aims (1) to investigate patterns and phenomena of entrepreneurship formation in Thai business families; (2) to investigate practices of parent (the founders/predecessors of the business family) in nurturing and transferring entrepreneurship to their family members (successors); and (3) to build a model for nurturing and transferring entrepreneurship in Thai business families. The Semi-structured interview was used for collecting data from key informants who are potential successors of Thai business families. Eighteen potential family business successors participated in the interview. The study revealed that entrepreneurship in the Thai business families has been emerged since childhood developmental stages. The key practices of the Thai business families used for creating family entrepreneurship are: (1) Parental role modeling; (2) Parental family business practices; and (3) Parental support. However, the study disclosed and indicated that the founder or predecessor should build the family infrastructure before implementing any key practices. In this regard, the intellectual and mental factors were found as key elements. According to the findings, to be effective, these two factors must be created simultaneously.

Fair Process: Striving for Justice in Family Business

2005 ◽  
Vol 18 (1) ◽  
pp. 1-21 ◽  
Author(s):  
Ludo Van der Heyden ◽  
Christine Blondel ◽  
Randel S. Carlock
Keyword(s):  
Social Science ◽  
Procedural Justice ◽  
Family Business ◽  
Family Firms ◽  
Fair Process ◽  
Business System ◽  
The Social ◽  
The Family ◽  
The One ◽  
Definition Of

The social science and business literatures on procedural justice or fair process attest that improvements in procedural fairness can be expected to improve both a firm's performance and the commitment and trust of the individuals involved with it. This article examines the relevance of procedural justice for family business. When a family is an influential component of a particular business system, the application of justice is typically rendered more complex than might be the case for nonfamily firms. Different criteria (need, merit, and equality) guide the application of distributive justice among families, firms, and shareholders. This divergence in criterion also lies at the heart of many conflicts inside the family business. In this article, we argue that the application of procedural justice reduces occurrences of conflict and, in some cases, may eliminate conflict altogether. We propose a definition of fair process that extends and enriches the one existing in the literature. We offer five fundamental criteria essential to the effectiveness of fair process in family firms. We conclude with a series of case studies that illustrate typical questions faced inside family businesses. We show that a lack of fairness in the decision and managerial processes governing these businesses and their associated families is a source of conflict. We describe how increasing fair process practices improves the performance of these businesses while also increasing the satisfaction of those associated with them.

What Is Continuity?

1998 ◽  
Vol 11 (4) ◽  
pp. 337-347 ◽  
Author(s):  
Nancy Drozdow
Keyword(s):  
Family Business ◽  
Family Businesses ◽  
The Family ◽  
Core Elements ◽  
Definition Of ◽  
Gains And Losses ◽  
Unique Core

This article examines and expands the concept of continuity and asserts that family businesses and consultants retain a unidimensional definition of continuity in which success is attained only when family and business remain together. It suggests that this thinking is stale—muddied by an idealized version of the family business—and argues that continuity should be defined as the preservation of one or more essential, unique core elements that in turn implicate a set of tradeoffs or elements that may be sacrificed. Continuity approached in this way, where the pursuit of any dimension will have both gains and losses, will inevitably enrich both the client and consultant.

Family business leadership transition: How an adaptation of executive coaching may help

2010 ◽  
Vol 15 (3) ◽  
pp. 378-391 ◽  
Author(s):  
Charmine EJ Härtel ◽  
Gil Bozer ◽  
Leon Levin
Keyword(s):  
Organizational Climate ◽  
Family Business ◽  
Executive Coaching ◽  
Business Environment ◽  
Leadership Transition ◽  
Business Leadership ◽  
Executive Coaches ◽  
Family Culture ◽  
Business Environments ◽  
The Family

AbstractWithin the traditional business organizational climate in which an executive coach operates, the identity of ‘the coached’ (coachee) can be quite clearly differentiated from the business identity. This is not the case within the world of family business, where the incumbent family business leader, the successor, the business and the family culture, are interwoven. This unique feature of family business means that, for executive coaching to be effective within the family business environment, a radically different approach to that used in traditional business environments must be adopted – namely, the consideration of what generally are thought of as noneconomic variables. This article represents a first attempt to effectively address the key and unique variables executive coaches need to know to work within the family business environment.

scholarly journals Building family business identity through transgenerational narratives

2017 ◽  
Vol 30 (3) ◽  
pp. 344-356 ◽  
Author(s):  
Maria Jose Parada ◽  
Alexandra Dawson
Keyword(s):  
Family Business ◽  
Collective Identity ◽  
Content Type ◽  
Old Spanish ◽  
Socially Constructed ◽  
Organizational Resource ◽  
The Family ◽  
Narrative Method ◽  
Business Family ◽  
Empirical Material

Purpose The purpose of this paper is to understand how family businesses (FBs) build their collective identity through transgenerational narratives. The authors examine the processes through which organizational meanings are socially constructed through narratives about individuals who are closely linked to the organizations (and their family). Design/methodology/approach Based on qualitative research, the authors study a 180-year old Spanish Pharmaceutical FB. Using longitudinal data, the authors analyze the narratives of six family members and two non-family executives. The authors use open-ended questions to allow interviewees to elaborate their own stories, following previous studies using extended narratives that leave the stage to the narrator. Findings Findings based on the stories of the eight interviewees (voice) suggest that the FB identity was initiated by the founder’s way to grow the business (fictionality). In turn the family shaped the identity of the FB, being reshaped by the stories arising from next generations’ entry into the business (reflexivity). While the FB identity reflects that of the owners, this identity is enduring but dynamic (temporality), not only shaped by the business family behind, but also conditioned by the environment. Originality/value The authors contribute to the growing literature adopting a narrative method to study phenomena in FBs. Thanks to the richness of the empirical material, a narrative method is particularly suited – and novel – for understanding collective identity, a crucial organizational resource that is closely linked to leadership in the FB.

scholarly journals Family Cohesion as a Longevity Factor of Business with Intergenerational Transmission

2014 ◽  
Vol 15 (4) ◽  
pp. 791-819 ◽  
Author(s):  
FCO. Javier Fernández-Roca ◽  
Jesús D. López-Manjón ◽  
Fernando Gutiérrez-Hidalgo
Keyword(s):  
Intergenerational Transmission ◽  
Family Business ◽  
Family Cohesion ◽  
Business History ◽  
Intergenerational Transfer ◽  
Critical Response ◽  
Original Plan ◽  
The Family ◽  
Business Family

This article contributes to a line of research in Business History that aims to determine the factors of family business longevity in the long term with the study of individual cases. The literature has identified family cohesion as one of the essential factors for survival. Cohesion may be reinforced or broken at the time of the intergenerational transfer. This study finds that a critical response on the part of the business family to the difficulties associated with intergenerational transfer of control, including modifications to the original plan, is usually based on trust between generations. Within the business family cohesion facilitates intergenerational transfers and, consequently, allows the family to evolve and transform itself into a business dynasty.

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