Family Business Reassessed: Corporate Structure and Late‐starting Industrialization in Thailand

Family ownership and business expansion of small- and medium-sized Chinese family businesses: The mediating role of financing preference

“…Donckels and Frohlich (1991), for example, noted a common feature of family businesses in European countries, namely that financial independence has been observed as the most important objective for family firms and that family capitalism is considered as the preservation of the ''fortunes'' of the family. Therefore, for the family to retain controlling ownership of the business and its finances, they have to rely more on internal funds than on external sources (Suehiro, 1993;Useem, 1984, p. 177). Similarly, by studying family firms in Australia, Smyrnios et al (1998) wrote that the proportion of capital in the family's hands is one of the key determinants of the type of financing family businesses resort to, whether it be capital gains, business savings, or loans from the family or financing institutions.…”

Post-Crisis Changes in Banking and Corporate Landscapes in Dynamic Asia

“…Besides Danaharta, the other two special purpose vehicles (SPVs), Danamodal (an interim funding vehicle to inject capital into ailing banks in the form of equity or hybrid instruments) and the Corporate Debt Restructuring Company (CDRC) have also helped accelerate the development of the bond market. Suehiro (1993) and Suehiro (2001) provide an insight into ownership patterns and corporate behaviour of Thai firms by analysing a large sample.…”

Context, Configuration and Capability

“…In this regard, FBGs fit Chandler's (1990) depiction of personally managed enterprises, which he defines as "firms managed by individuals or by small numbers of associates, often members of founders' families, assisted by only a few salaried managers, or they (are) federations of such firms" (p. 236). The core strategic goal of FBGs is to enhance and protect the value of the family's communal fortune (Suehiro, 1993). In an often hostile operating environment the concerns of "wealth conservation and consolidation" (Wong, 1985) have important implications regarding organizational design.…”