In this study, successor‐related factors that can influence the succession process in small and medium‐sized family businesses are empirically investigated. This study was undertaken in South Africa among 2,458 owner‐managers and successors in 1,038 family businesses. These respondents were identified via a snowball‐sampling technique. A total of 332 usable questionnaires were returned. The dependent variable in this study, namely, the perceived success of the succession process, is measured by two underlying dimensions: satisfaction with the process and continued profitability of the business. The empirical results indicate that the successor‐related factors that influence satisfaction with the process are, on the one hand, the willingness of the successor to take over and the relationship between the owner‐manager and successor, on the other hand. The continued profitability of the business is influenced by the willingness of the successor to take over the business, the preparation level of the successor, and the relationship between the successor and owner‐manager. The relationship between the owner‐manager and successor is in turn influenced by the extent to which interpersonal relationships in the family can be described as harmonious. Based on these findings recommendations for successful succession are offered.

Corporate social responsibility (CSR) has become increasingly important to the competitiveness of small and medium-sized enterprises (SMEs). A positive relationship between the CSR activities of SMEs and their enhanced competitiveness exists, at least if a long-term perspective is adopted (European Competitiveness Report, 2008:106; Mandl & Dorr, 2007:2). Despite the widespread practical and academic interest in CSR and its impact on the competitiveness of SMEs, few theoretical and empirical contributions could be found. The primary objective of this study was to identify and empirically test the CSR factors influencing the competitiveness of SMEs in Uganda. The outcomes of this study will assist SMEs to effectively and responsibly manage their activities to increase their competitiveness. A structured, self-administered questionnaire was distributed to 750 potential SME respondents. The respondents were identified by means of a purposive sampling technique, and the data were collected from 383 usable questionnaires. An exploratory factor analysis was carried out, and Cronbach's alpha coefficients calculated to determine the discriminant validity and reliability of the measuring instrument. Correlations were assessed using structural equation modeling. The empirical results of this study indicate that workforce-oriented CSR activities, society-oriented CSR activities, market-oriented CSR activities and regulated CSR activities significantly influence the competitiveness of SMEs.

Globally, evidence exists to suggest that the number of copreneurial businesses or spousal partnerships are on the increase. The primary objectives of this study are to identify the task-based factors influencing the effectiveness of a copreneurial business, to propose a conceptual model based on these factors and to subject the model to empirical testing. The model is empirically tested among copreneurial businesses to assess potential relationships between selected independent variables (shared dream, leadership, personal needs alignment, division of labour, complementary skills, supportive employees, competencies and adequate resources) and measures of copreneurial success (perceived success and financial performance). In order to address the primary objective of this study, a questionnaire was administered to a sample of 1548 respondents (spouses in business together) of which 380 questionnaires were useable for statistical analysis. The empirical results revealed that apart from division of labour all the other factors investigated exert a significant influence on the successful functioning of copreneurial businesses.

For any team to function effectively, several basic elements need to be present. The extent to which these elements are present increases the chances of a successful team outcome. Since a family business can be viewed as a type of team, the literature on how to design effective teams is also relevant to business families. The primary objectives of this study are to identify the team design elements commonly referred to in the family business literature and to empirically test their influence on the effectiveness of South African sibling teams in family businesses. The empirical findings of this preliminary study show that physical resources, skills diversity, and strategic leadership are important determinants of sibling team success whereas role clarity and competence are not.

Family businesses are fast becoming the dominant form of business enterprise in both developing and developed economies and play a vital economic and social role in these economies. As family businesses are a primary contributor to the economic and social well-being of all capitalist societies, their general lack of longevity is a cause for concern. One of the main reasons (if not the single most important reason) of the high failure rate among first- and second-generation family businesses is their inability to manage the complex process of ownership and management succession from one generation to the next. Hence, the primary objective of this study is to identify the relational or human factors that impact on successful succession. The results indicate that the willingness of the successor to take over the family business, the owner-manager’s trust in the successor’s abilities and intentions to manage the business, and the owner-manager’s interest outside the business are important to the success of succession for both owner-managers and successors. Furthermore, the more the successor perceives harmony within the family, the more satisfied the successor will be with the succession process.