scholarly journals Interpersonal relationships as informal governance mechanism: do family firms and non-family firms practice differently?

2021 ◽  
Vol 14 (1) ◽  
pp. 27-39
Author(s):  
Quang Dinh Trung ◽  
Hilmar Þór Hilmarsson
Keyword(s):  
Interpersonal Relationships ◽  
Family Firms ◽  
Governance Mechanism ◽  
Informal Governance

scholarly journals Ownership structure and performance in family businesses at early developmental stage: evidence from China

2009 ◽  
Vol 7 (1) ◽  
pp. 138-150 ◽  
Author(s):  
Zhong Qin ◽  
Xin Deng
Keyword(s):  
Developmental Stage ◽  
Ownership Structure ◽  
Family Firms ◽  
Family Businesses ◽  
Early Developmental Stage ◽  
Governance Mechanism ◽  
Professional Managers ◽  
And Performance ◽  
The Impact ◽  
Early Developmental

This paper explores the impact of ownership structure on performance of family businesses at its early developmental stage in a context of under-developed market environment. Using a survey data of 296 private family firms in Ningbo, China, we find both management and single largest shareholder’s ownership is positively related to firm’s performance. However, family’s shareholding does not have significant impact on performance. Further inquiry on firm’s willingness to give shares to managers who are not family members indicates that while nearly half of the firms are willing to provide shares to professional managers, weak corporate governance mechanism and under-developed market may discourage such practice.

scholarly journals Family Governance Mechanisms in Moroccan Family Businesses: An Exploratory Study

2020 ◽  
Vol 15 (8) ◽  
pp. 101
Author(s):  
Hiba Birgach ◽  
Taib Berrada El Azizi ◽  
Badr Habba
Keyword(s):  
Family Firms ◽  
Family Members ◽  
Specific Area ◽  
Family Businesses ◽  
Governance Mechanisms ◽  
Structured Interviews ◽  
Informal Governance ◽  
Face To Face ◽  
Family Meetings ◽  
Moroccan Family

Purpose - Despite the importance attached to the governance of family businesses, few studies have focused on the importance of family business governance in the Moroccan context. This article provides some specificities of family firms and an overview of main governance mechanisms identified in the literature while presenting the main contributions of agency and stewardship theories. We introduce a governance approach centered on the issue of strengthening family ties and increasing the commitment of family members to the firm. The purpose of this paper is to identify the governance mechanisms adopted by CEOs of Moroccan family businesses of the second generation. Method - the authors used a qualitative method, using face to face semi-structured interviews among ten CEOs of family businesses in Morocco. Through the analysis of verbatim responses of Moroccan CEOs, we were able to identify some of the governance mechanisms they adopt to ensure a certain continuity of their business. Findings-The results suggest that most of the Moroccan managers opt for an informal and unwritten system of governance. According to them, the important thing is to share values and vision while maintaining communication. Even family meetings remain informal, the crucial thing is to preserve family solidarity, as far as the system of governance is known by all the members. We have identified three informal governance mechanisms, family meetings, task management, and sharing a family vision. The results have also shown some of the sources of conflicts among family members. Practical implications – This paper helps to raise awareness among Moroccan leaders on the importance of governance. Whether formal or informal, it is essential to have common rules shared by family members, which will enable the firm to last over time. Originality - This paper contributes to research on family businesses by exploring a different context especially in terms of culture and country values. Our paper has the originality to focus on a specific area of investigation, namely the Moroccan context, where the management model of family businesses is different from anterior contributions.

The Effect of Confucian Values on Succession in Family Business

2006 ◽  
Vol 19 (3) ◽  
pp. 235-250 ◽  
Author(s):  
Jun Yan ◽  
Ritch Sorenson
Keyword(s):  
Social Context ◽  
Interpersonal Relationships ◽  
Family Business ◽  
Family Firms ◽  
Complete Understanding ◽  
Confucian Values ◽  
Business Succession ◽  
Succession In Family Business ◽  
Family Business Succession ◽  
Business Family

This article examines Confucian values and their effect on family business succession. Several implications are drawn. One of these is that Confucianism places family business in a social context in which the interpersonal relationships inside and outside the business family are subject to a variety of environmental influences. Examining family firms in their social context provides more complete understanding of the dynamics underlying choices and activities in family firms.

scholarly journals Family business exit and private equity investment decisions: Governance implications for value creation

2012 ◽  
Vol 10 (1) ◽  
pp. 464-484 ◽  
Author(s):  
Paolo Di Toma ◽  
Stefano Montanari
Keyword(s):  
Family Business ◽  
Value Creation ◽  
Private Equity ◽  
Family Firms ◽  
Organizational Capabilities ◽  
Current Debate ◽  
Governance Mechanism ◽  
Family Commitment ◽  
The Family ◽  
Generational Succession

This paper was motivated by the increasing interest in the current debate for the entrepreneurial process in family firms. Little research to date has investigated the family business exit and this topic is mainly considered as a failure for entrepreneurial families. However, when uncertainties arise concerning generational succession, the family business exit may enable ownership transitions facilitating survival and long term value creation strategies. Among the exit options, a private equity buyout may balance the family’s wealth protection and the firm’s future growth. However, which family specific characteristics and strategic needs may affect the exit option still remains a neglected topic. Based on recent research addressing entrepreneurship in family firms and corporate governance literature, this paper develops a case study for investigating the bridging role of private equity buyout for going through strategic transitions in family firms. Findings suggest that a private equity buyout is a governance mechanism which may sustain an entrepreneurial transition by realigning family interests and goals. It may also allow the family commitment for improving organizational capabilities required by an entrepreneurial transition.

scholarly journals Family ownership, governance choices and post-ipo performance

2017 ◽  
Vol 14 (4) ◽  
pp. 216-226
Author(s):  
Bharat A. Jain ◽  
Yingying Shao
Keyword(s):  
Initial Public Offering ◽  
Family Firms ◽  
Governance Mechanism ◽  
Investment Performance ◽  
Family Control ◽  
Ipo Performance ◽  
Family Versus ◽  
Long Run ◽  
Public Offering ◽  
Governance Choices

The purpose of this study is to evaluate the extent governance choices at the time of going public differ for family versus non family firms. In addition, the short and long-run performance of family and non-family firms after their initial public offering (IPO) is examined. The results indicate significant differences between family versus non-family firms on governance choices at the time of their IPO related to dual class structures, board composition, board size, and board leadership structure. Additionally, the results suggest that investors assign a lower valuation at IPO to family firms. Further, governance mechanism that strengthen family control differentially influence post-IPO underpricing. Finally, the results suggest that family firms underperform non-family firms in terms of long-run post-IPO investment performance.

Managing technology transfer between coopetitive firms: the roles of coopetition, asset specificity and justice

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruijia Liu ◽  
Jianjun Yang ◽  
Feng Zhang
Keyword(s):  
Technology Transfer ◽  
Positive Impact ◽  
Exchange Process ◽  
Governance Mechanism ◽  
Governance Mechanisms ◽  
Informal Governance ◽  
Positive Role ◽  
Content Type ◽  
The Relationship

Purpose Prior studies have demonstrated the important role of coopetition in firms’ innovation. Based on the paradox perspective, this study aims to focus on technology transfer, the pre-innovation stage, to provide a supplementary understanding of the complementarity and contradictoriness of paradoxical coopetition, with the formal and informal governance mechanisms which are suitable with this understanding in coopetition. Design/methodology/approach This study conducted an original, multisource survey of 280 Chinese manufacturing firms. Hypotheses were tested through multiple regressions. Findings Coopetition has a positive impact on technology transfer between firms. Along with the increasing specificity of assets invested ex ante as a kind of formal governance mechanism, the relationship between coopetition and technology transfer becomes stronger. Meanwhile, inter-firm justice as an informal governance mechanism in the technology transfer process can be positively affected by coopetition between partners. Originality/value The study adds to the business-to-business coopetition literature on how to properly treat and use coopetition in technology transfer. Using the paradox perspective in the Chinese context, the findings emphasize the positive role of coopetition in the inter-firm technological exchange process, enriching the understanding of the complementary and contradictory features of paradoxical coopetition. To govern coopetitive relationships, the firms should also implement two fundamental governance mechanisms, that is, specialty asset and inter-firm justice.

Governance and performance in co-exploitation and co-exploration projects

2020 ◽  
Vol 35 (5) ◽  
pp. 875-894
Author(s):  
Miguel Solís-Molina ◽  
Miguel Hernández-Espallardo ◽  
Augusto Rodríguez-Orejuela
Keyword(s):  
Governance Mechanism ◽  
Informal Governance ◽  
Content Type ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Project ◽  
Contractual Governance ◽  
Complementary Assets ◽  
And Performance ◽  
The One

Purpose This study aims to investigate how contractual vs. informal governance influences the performance of collaborative innovation projects considering their exploitation vs. exploration character. Design/methodology/approach Data are collected from a sample of 218 companies that have developed innovative projects in collaboration with other organizations. Regression models are estimated to test the hypotheses. Findings The results indicate that contractual governance is the most effective for co-exploitation projects compared to informal governance. Specialization in either contractual or informal governance is more effective for co-exploration projects. Practical implications Developing collaborative innovation projects with other organizations is an alternative for firms to innovate either by exploiting complementary assets or by exploring new opportunities. Thus, the success of the collaborative innovation project is significantly affected by the way the collaboration is governed. On the one hand, for co-exploitation projects, companies should rely on contracts to improve their performance. On the other hand, for co-exploration projects, governance may specialize in either contracts or informal mechanisms to reach higher performance. Originality/value Despite previous studies analyzing the effect of contractual or informal governance on the performance of collaborative innovation projects, no research has focused on comparing simultaneously these effects, by using the innovation character of the project of co-exploitation or co-exploration as a moderator. Therefore, this paper explores comparatively the most effective type of governance mechanism for co-exploitation and co-exploration projects.

scholarly journals Family constitution to manage family firms’ agency conflicts

2020 ◽  
pp. 234094442098044
Author(s):  
Pablo Rodriguez-Garcia ◽  
Susana Menéndez-Requejo
Keyword(s):  
Family Firms ◽  
Jel Classification ◽  
Agency Conflicts ◽  
Governance Mechanism ◽  
Agency Conflict ◽  
Positive Effects ◽  
Family Governance ◽  
Main Driver ◽  
Family Constitution

This research examines the effectiveness of Family Constitution or Family Protocol agreements in mitigating each type of agency conflict in family firms. We performed a qualitative analysis, through a case study, and found that the succession process is the main driver for implementing this family governance mechanism. Our findings also show that a family constitution is useful in reducing three of the four agency conflicts described in the literature, specifically between family owners and managers, between family shareholders, and with the family at large. Key agreements include training and experience terms for family members to join the firm, transfer clauses of shares inter-vivos and causa mortis, and the development of family governance bodies. However, creditors are generally unaware of the protocol’s existence, hindering its potential positive effects, which has important implications for practitioners. Creditors point out its potential usefulness as a hint of orderly and structured continuity of the business. JEL CLASSIFICATION G32, G34, L21, M10

Sign in / Sign up

Export Citation Format

Share Document