Purpose This paper aims to explore and explain how predecessors (incumbents) of ethnic Chinese family small and medium-sized enterprises (SMEs) in Indonesia or appropriately called Chinese-Indonesian family SMEs nurture their successors in procuring transgenerational entrepreneurship. Design/methodology/approach A total of 25 participants were involved in this qualitative study which employed a multi-method triangulation design with the following research instruments: semi-structured in-depth interviews with experts, incumbents and successors of Chinese-Indonesian family SMEs, field notes from conversations and observations during engagement with participants affiliated to the family SMEs, a focus group discussion with academicians and literature reviews. Another key approach is source triangulation, where different participants – e.g. from among the experts, from among the incumbents, successors and family members in each family business case were interviewed and engaged outside the interview sessions. Findings The proposed theoretical framework depicts comprehensive attributes of nurturing Chinese-Indonesian successors to continue enterprising at the helm of family SMEs. Propositions are used to explain the impacts these attributes have on transgenerational entrepreneurship specifically. At the personal level, incumbents have to focus on discovering the successors’ passions and nurture them in formal education, childhood involvement, as well as bridging them in entrepreneurial knowledge through cultural values, mentorship, autonomy and role modelling. Incumbents also had to plan for their retirements to provide autonomy for successors. At the firm/family level, incumbents must be able to set a foothold on family governance, firm governance and ownership distribution to reduce conflicts in their family businesses. Furthermore, as a minority group with past traumatic experiences, Chinese-Indonesian family SMEs usually equip themselves with contingency plans to protect their assets for the long-term future. Research limitations/implications This study was conducted in Indonesia amongst Chinese-Indonesian family SMEs and thus it is not generalisable in other settings. Literature reviews on family SMEs succession are still scant, especially on the Chinese-Indonesian. Practical implications Predecessors/incumbents of Chinese-Indonesian family SMEs could consider implementing the proposed nurturing strategies to their successors to sustain the longevity of the business based on trust, stewardship and harmony. The theoretical research framework resulted from this study offers general suggestions on how to nurture the next generation specifically from personal/interpersonal perspectives, which must be accompanied by specific scopes of family and firm aspects. This study extends beyond indicating the factors (ingredients) by explaining how to nurture transgenerational entrepreneurship (cook the ingredients) in SMEs for a tactful transition. Hence, the incumbents play vital roles and must be poised to adjust their mindsets to certain aspects indicated in this study. Social implications Most overseas Chinese businesses are family-owned, and besides Indonesia constituting the largest Chinese population outside the Republic of China, this 3 per cent of Indonesia’s people are known for controlling about 70 per cent of the economy. Furthermore, SMEs play a significant role in the Indonesian economy, as they provide about 97 per cent off the country’s employment and 57.8 per cent of the gross domestic product. Hence, the longevity of Chinese-Indonesian family SMEs must be well managed to bolster the economy and social welfare of the country. Originality/value A transgenerational entrepreneurship model in the context of Chinese-Indonesian family SMEs which incorporates the nurturing process of the successor to step up the helm of the business is proposed in the study.

No abstract

No abstract

Asian Development Bank Institute reported that the contribution of Micro, Small and Medium Enterprises (MSMEs) to the Indonesian GDP is 57.8% and the contribution to total employment is 97.2%. MSMEs in Indonesia are almost owned by families. According to Family Firm Institute in 2016, 72% of all businesses in Indonesia’s private sector are run by family businesses, and while most of the MSMEs started out as family businesses, many successful entrepreneurs come from family business background.  This empirical study is based on 3 family business cases that have been expanding in terms of its sales and operations throughout more than 10 years. The method used in this study is qualitative research by exploring the strategic management to sustain the family businesses through owners’ integrity, customers’ relations, and focused attitude in their vocations.  As the family businesses are currently in transition of passing the torch to the next generation, their sustaining strategies have to be extended.

No abstract

Private universities in Indonesia are self-sustaining as they depend mainly on enrollments for revenues.  Human capital is the main asset that they must sagaciously manage and constantly rejuvenate.  With millennials constituting 40% of the country's population, this study aims to identify the performance factors of Generation Z faculty members in private universities to attain long-term sustainability. These second-wave millennials enter the workforce early compared to other generations, possess high work ambitions, but they are fraught with stress when striving to achieve higher performance and establishing long-term commitment.  The phenomenology research strategy was undertaken in five private universities. Triangulation methodology through interviews, observations, and archives, in addition to source triangulation that involves 20 informants made up of faculty members and their direct supervisors were conducted.  The findings denoted the significance of individual motivation, self-determination, job satisfaction, and organization commitment to achieve performance.  Furthermore, this study offers insights for leadership to embrace their generation Z faculty members for the longevity of the institutions.   Received: 30 October 2020 / Accepted: 11 December 2020 / Published: 17 January 2021

Studi ini menganalisis nilai-nilai pendiri yang berkontribusi pada suksesi antargenerasi dari bisnis keluarga besar yang dianggap konglomerat di Indonesia. Akses informan dalam usaha keluarga besar ini masih langka, terutama karena sifat usaha keluarga yang tertutup. Dengan demikian, meskipun beberapa peneliti telah membahas hubungan antara nilai dan umur panjang, studi yang menyinggung bisnis keluarga besar di ekonomi yang sedang berkembang ini masih minim. Selain itu, penting untuk mengetahui bagaimana nilai-nilai para pendiri mempengaruhi umur panjang bisnis keluarga besar mereka, mengingat dampak kelompok konglomerat tersebut terhadap perekonomian Indonesia. Para peneliti menggunakan Interpretative Phenomenological Analysis (IPA) dengan mewawancarai 15 informan yang terdiri dari penerus dan profesional non-keluarga kunci dari 5 kelompok konglomerat. Pengamatan dan catatan lapangan juga dicatat untuk melakukan triangulasi dengan data wawancara. Penelitian ini mendorong wawasan empiris baru ke dalam nilai-nilai para pendiri dalam mengubah manajemen bisnis keluarga dan umur panjang mereka. Temuan tersebut mengungkapkan bahwa nilai-nilai integritas dan kewirausahaan pendiri adalah yang teratas, diikuti oleh kesopanan, kepercayaan, tujuan yang lebih tinggi, dan kepercayaan kepada Tuhan. Nilai-nilai yang ditimbulkan ini menopang umur panjang bisnis keluarga besar hingga generasi berikutnya dan membuka jalan potensial untuk penelitian di masa depan.  This study analyzed the founders’ values that contribute to the intergenerational succession of large family businesses that are considered conglomerates in Indonesia. The access to the informants in these large family businesses is scarce, especially due to the reserved nature of the family business. Thus, even though several researchers have addressed the relationship between values and longevity, the studies that allude to large family businesses in this emerging economy is still scant.  Besides, it is vital to investigate how the values of the founders affect the longevity of their large family businesses, considering the impact that these conglomerate groups have on Indonesia’s economy. The researchers employed the Interpretative Phenomenological Analysis (IPA) by interviewing 15 informants composing of successors and key non-family professionals from 5 conglomerate groups. Observations and field notes were also taken note of to triangulate with the interview data. This research induced new empirical insights into the founders’ values in transforming their family business management and longevity. The findings revealed that the founder's values of integrity and entrepreneurship are among the top, followed by modesty, trustworthiness, a higher purpose, and trust in God. These elicited values underpin the longevity of large family businesses into the next generations and enkindle potential avenues for future research.

We discuss a generalization of logic puzzles in which truth-tellers and liars are allowed to deviate from their pattern in case of one particular question: "Are you guilty?"