NEW PERSONNEL TECHNOLOGIES USAGE IN THE FAMILY BUSINESS MANAGEMENT

2016 ◽  
Vol 17 (1) ◽  
pp. 253-260
Author(s):  
Tetyana Palonna ◽  
Iryna Goryana ◽  
Lidiya Vasilchenko
Keyword(s):  
Family Business ◽  
Business Management ◽  
The Family

scholarly journals Managing Family Business

Management ◽  
2014 ◽  
Author(s):  
Frank Hoy ◽  
Giacomo Laffranchini
Keyword(s):  
Family Business ◽  
Management Practices ◽  
Business Management ◽  
Business Owners ◽  
Journal Articles ◽  
Business Research ◽  
Childhood Education ◽  
Family Behavior ◽  
The Family ◽  
The Subject

The study of family business involves the interrelationships of owners, managers and employees, and family members, all functioning within broader cultural, legal, competitive, and other environments. Foundational disciplines for investigating family business management practices include anthropology, economics, family studies, history, psychology, and sociology. Additional contributing fields include agriculture, various business disciplines, early-childhood education, family behavior, and others. Early contributions to the family business literature came predominantly from biographies and autobiographies of family business owners and from consultants to families in business who shared their observations and advice from their experiences. With the introduction of the journal Family Business Review, the subsequent launch of other journals addressing the subject, and the initiation of academic conferences on family business research, the knowledge base of the field has expanded rapidly. The domain of managing family business encompasses the dynamics of families that exercise control over enterprises and the performance of those companies. The notion of management includes both the business and the family, separate and together. Major themes addressed in the family business literature are succession, governance, and financial and wealth management. With increased research contributions from scholars in diverse fields, there has been an expansion of topics being covered. In this article, the focus is on the state of knowledge regarding the management of the family firm. The materials cited in this article introduce scholars to seminal contributions to the management of family business literature and to books and journal articles that are expected to influence forthcoming streams of research.

Integrating the Daughter into Family Business Management

1992 ◽  
Vol 16 (4) ◽  
pp. 41-56 ◽  
Author(s):  
Colette Dumas
Keyword(s):  
Empirical Study ◽  
Family Business ◽  
Business Management ◽  
Family Firm ◽  
The Family ◽  
Firm Management ◽  
Key Aspects ◽  
Untapped Resource

This paper presents guidelines for integrating daughters into family business management. Based upon the results of an empirical study of daughters working with their founder/fathers in 18 family-owned firms, this paper indicates that the daughter represents an often untapped resource within the family firm and may be particularly suited for working in collaboration with the father/founder to manage the family firm. Key aspects of the daughter's particular strengths in working with the father to manage the family firm are stressed, and steps for integrating the daughter into family firm management are proposed.

scholarly journals Intergenerational Differences in Family Business Management and Their Influence on Business Profitability

2021 ◽  
Vol 13 (12) ◽  
pp. 6979
Author(s):  
Jordi Moreno-Gené ◽  
José Luis Gallizo
Keyword(s):  
Family Business ◽  
Practical Importance ◽  
Business Management ◽  
Growth Strategy ◽  
Generational Status ◽  
Generational Change ◽  
The Family ◽  
Spanish Family ◽  
The Face ◽  
Business Profitability

The generational change in the family business opens up expectations of strategies such as sustainability, professionalisation and internationalisation. Yet, there are gaps in current literature which fail to explain whether there are benefits in such strategies according to their management, their generational status, and their effects on performance. This paper compared first with second and later generation companies through the relevant characteristics. A regression analysis was applied to a sample that was identified by the Spanish Family Business Institute with information on growth strategy, corporate governance, professionalisation, and ownership, that is supported by financial data for the period of 2016–2020. The results showed that, although the differences in terms of profitability were small between generations, there were significant differences in management that affected performance. Growth tended to be lower in the second and subsequent generations, which also h a greater tendency to internationalise, being motivated by the professionalisation of management. Previous works in the literature have analysed differences in profitability between generations, however the analysis in this present work investigated the origin of these differences. The results showed disparities in management that allowed for the obtaining of different profitability indices, and therefore are of practical importance in the management of the internationalisation, growth, and sustainability of the family business in the face of intergenerational succession.

scholarly journals Bisnis Keluarga di Bandung Bagaimana Mereka Bertahan-Berlanjut?

TRIKONOMIKA ◽  
2013 ◽  
Vol 12 (2) ◽  
pp. 125
Author(s):  
Budiana Gomulia
Keyword(s):  
Old Age ◽  
Family Business ◽  
First Generation ◽  
Business Management ◽  
Development Model ◽  
Mature Stage ◽  
Next Generation ◽  
The Family ◽  
Family Beliefs ◽  
Class Assignment

The Family business in Indonesia having capability to survive-sustain. Begin when the founder started his business, he fought remarkable that business can thrive. In order the business continues to grow and “built to last” there are many aspects and factors that must be considered, including regeneration by successors and professionalization of management. Three Dimention Development Model (Davis et al, 1997) will describe the situation  of family business in Bandung consiting of  The development of business, The development of  family and  The development of ownership. This research was conducted in three semesters, in 2011 and 2012. Using a sample of 45 companies from a variety of ages and types of business This research is descriptive -multikasus. The process of interview, observation and discussions with respondents in companies carried out by the students as a class assignment .  Family Business Management  class is organized by the Department of Management in Unpar.It seems the family business in Bandung can survive into old age, can reach 50 years and over. Succession from the first generation to next generation already happened or is happening. The sustainability of the business due to family commitments and a strong family beliefs . Most family business  is in the mature stage, although the management and ownership is still controlled by family members.

scholarly journals Professionalism and Family Business Management The Synergy Leading towards Business Excellence

2019 ◽  
Vol 8 (2) ◽  
pp. 6549-6553
Keyword(s):  
Family Business ◽  
Analytical Approach ◽  
Business Management ◽  
Business Owners ◽  
Family Businesses ◽  
Business Managers ◽  
Business Excellence ◽  
The Family ◽  
Domain Expertise

If family businesses are praised for the expertise with technology and deeper knowledge about the markets, they are criticized for lack of professionalism in management. Business excellence models demand professionalism and strong leadership with a systematic analytical approach to business. This article posits that if family business owners can adopt professionalism they in fact would be in a commanding position in their business. They can forge a synergy, leveraging their domain expertise with the help of a professional approach and achieve sustained business excellence. The article evaluates this possibility of the family business owners-cum-managers adopting professionalism in order to achieve business excellence. It is based on a survey of 400 family business managers and this article presents the results of the survey that gathered relevant inputs in line with the objectives framed for the study.

scholarly journals Norms and Values in Family Business Management

2014 ◽  
Vol 6 (4-2) ◽  
pp. 35-47
Author(s):  
Katarzyna Olejniczak
Keyword(s):  
Family Business ◽  
Significant Influence ◽  
Business Management ◽  
Point Of View ◽  
Clear Distinction ◽  
Market Conditions ◽  
University Of Technology ◽  
Norms And Values ◽  
The Family ◽  
Family Entrepreneurship

Abstract Family entrepreneurship aiming at multi-generation, in which there is no clear distinction between the family and the business, and family members exert a significant influence on or directly manage a family business, is managed by means of norms and values, passed from generation to generation. Therefore, it is important, in the present unclear market conditions, to present the research results concerning norms and values in family business management from the point of view of the students of the Faculty of Management of Czestochowa University of Technology.

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

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.

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