Moroccan family businesses professionalization: benefits and challenges

Habba, Badr; Allioui, Azzeddine; Farhane, Farah

doi:10.1108/jfbm-10-2022-0125

Cited by 4 publications

(10 citation statements)

References 43 publications

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“…Consequently, all authors agree in one way or another that the fundamental challenge is the implementation of mechanisms to achieve the professionalization of family or non-family employees (Habba et al, 2022). FBs, like any economic activity, have profitability as a priority;…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…(Union et al, 2022;Keen & France, 2022;Rashid & Ratten, 2020;Rozmi et al, 2020); and there are also more specific and complex challenges in FBs which are unlocking the conservative mindset, balanced use of emotional wealth, building strong relationships, family constitution, positive approach to leadership, and implementing family governance for family transmission (Rondi et al, 2019;Rehman et al, 2023;Kandade et al, 2021;Arteaga & Menéndez-Requejo, 2017;Caspersz & Thomas, 2015;De Groot et al, 2022). Therefore, it is demonstrated that the initial challenge for performance in FB in the digital age is the defamiliarization of business under a fundamental policy in the company is the professionalization of employees (Zhong et al, 2023;Habba et al, 2022) to coincide in decisions according to reason, actions and emotion. Table 8 shows the opportunities for FBs in the digital age.…”

Section: Factors Characteristics Strengths Challenges and Opportuniti...mentioning

confidence: 99%

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Innovation and Family Business in the Digital Age: A Systematic Literature Review

Muñoz,

Castillo,

Chumpitaz

et al. 2024

RGSA

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Objective: Identify the factors, characteristics, strengths, challenges, and opportunities that are required in family businesses (FB) to face innovation in the digital age. Theoretical Framework: Reviewed information on the development of family businesses in the digital age and the needs for innovation. Method: An exploratory study was carried out, for the analysis and selection of information, the PRISMA method and hermeneutics were used; In addition, publications from the last five years (2019-2023) from repositories such as Web of Science, Scopus, ScienceDirect, among others, were included. Likewise, the review of 55 scientific articles has been systematized using MS Excel software. Results and discussion: The factors were trends, consumer preferences, increasing competition, internal competencies and business model knowledge. Characteristics highlighted were transgenerational entrepreneurship, values and new forms of digital integration at kinship and genealogy level. Strengths were the ethical attitude, trust, identification and involvement of family management. Challenges were the digitalization of companies, the use of ICT, unlocking the conservative mentality and the defamiliarization of the company. Research Implications: It demonstrates the need to include FBs in the economic theory for study, as well as the consideration of practical specificities for their sustainable development. Originality/value: This study contributes to the literature to proceed with the innovation of a family business in the digital age, considering factors, characteristics, strengths, challenges and opportunities within an innovation ecosystem.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Factors Characteristics Strengths Challenges and Opportuniti...mentioning

confidence: 99%

Innovation and Family Business in the Digital Age: A Systematic Literature Review

Muñoz,

Castillo,

Chumpitaz

et al. 2024

RGSA

View full text Add to dashboard Cite

show abstract

“…Family businesses are visible in hospitality industry in a range of activities including transport, restaurants and hotels (Getz and Carlsen, 2005;O'Shea and Duarte Alonso, 2022;Habba et al, 2022). These businesses have traditionally been less competitive compared to multinational owned hotels, and hence adapting to digitalisation and other modern management practices is a critical issue for them (Chitty et al, 2019;Santiago et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Psychological contract of employees in family-owned hotels: the role of talent management practices

Arslan

Abdelgaffar

2023

JFBM

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PurposeThis study aims to analyse how talent management practices in family-owned hotels contribute to their employees' fulfilment of their psychological contract.Design/methodology/approachSemi-structured interviews were conducted with 30 employees working at three different family business hotels in Sharm El-Sheikh, Egypt. Moreover, thematic analysis was undertaken on the collected data resulting in four major themes.FindingsThe findings revealed that stimulating employees to fulfil their psychological contract towards their family-owned hotels leads to several benefits. First, it leads to talent management practices that support crisis management, sustainability and resilience. Second, it contributes to empathy towards or at least a deep concern for the future of work in the hospitality sector. Third, to fulfil their psychological contract, employees, particularly non-family members, require inclusive talent management and ongoing training programmes tailored to prepare them to meet current and future challenges in the hospitality sector.Originality/valueTo the best of the authors' knowledge, the present study is the first study to empirically investigate the relationship between talent management practices and the psychological contract of employees in family-owned hotels, especially in developing economy context of Egypt. Also, it is one of the pioneering studies to unpack these dynamics for family as well as non-family employees.

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“…The leader and the leader's attitude play a decisive role in a company's success (Szanyi-Gyenes & Almási, 2021) When examining the attitude of company leaders, a signif.icant relationship is found between the openness of company leaders to innovation and successful corporate innovation (Ónodi & Répáczki, 2022). Organisational culture characteristics also affect the aspects of strategy, knowledge management, and organisational effectiveness (Bencsik & Juhasz, 2023), and managerial knowledge plays a crucial role in preparing for future competition and international growth (Silva, González-Loureiro & Braga, 2021), the impact of professionalisation on Moroccan family businesses and the challenges to success (Habba, Allioui & Farhane, 2023).…”

Section: Leadership and Competitivenessmentioning

confidence: 99%

Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

Szanyi-Gyenes

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Research on competitiveness and internationalisation of companies is a critical academic field. There are infinite numbers of studies which investigate how to improve SME competitiveness, the impact of SME internationalisation on innovation, SMEs international performance, or the digital transformation of SMEs. Innovation is decisive for market competitiveness and efficiency and some research show that European SME innovations can rarely be seen as pioneering or groundbreaking. My research focuses of domestic small and medium-sized enterprises. In some research, recurring success factors can be identified (Berényi & Deutsch, 2021). In my early research, I investigated the importance of the SME sector (Szanyi-Gyenes, Mudri & Bakosné Böröcz, 2015; Szanyi-Gyenes, 2019), factors of a successful international growth of a small company (Szanyi-Gyenes, 2017), later on the management and the management’s attitude in the company’s success (Szanyi-Gyenes & Almási, 2021), future competitiveness aspects of domestic companies from the internationalisation perspective (Marciniak et al., 2022), the digitalization factors of domestic companies from the internationalisation and competitiveness perspective (Szanyi-Gyenes & Almási, 2023) and the effects of internal barriers of domestic companies on competitiveness. The research model describe how the competitiveness, the internationalisation dimension, and the role of the company’s manager are linked. The role of leadership is crucial to success, the reason is that strategic orientation, recognition of growth options, resource management, creating a mission-friendly organisational structure are all leadership capacities in the SME sector. Results has shown that managers and employees of enterprises have a diverse perception and evaluation of the performance of their enterprise, and that the concept of success is more complex and contains elements based on perceptions. The manager’s attitude towards success significantly determines the strategic orientation of the enterprise, the attention and resources devoted to specific areas of operation. Examining companies operating in the international market and those operating only in the domestic market, companies present on the international market showed better scores in all the dimensions examined. They are characterised by continuous strategic renewal, a strategy broken down to the individual level, the use of technological innovation and openness to innovation. The leadership style is also supportive of strategic objectives and the 2 transformational leadership style is more typical. These companies are constantly seeking to maintain a competitive edge through new strategic initiatives, have a more individualised strategic plan, have a well-defined and known decision-making process, incorporate available information into the decision-making process, have responded more effectively to unexpected environmental challenges in times of pandemics, are more attentive to the use of digital technologies and perform better in terms of workflow efficiency. The results show that technological changes, including the challenges of digitalization, are more challenging for larger companies and have the least impact on companies after the early period. Companies should be more open to innovation and digitalization, to develop employees’ skills and suggest management support and risk taking. Companies that are also present in the international market perceive the impact of technology, including digitalization, as stronger and pay more attention to the use of digital technologies, compared to domestic companies that perceive the impact of technological change as less of a challenge. These companies perform better in improving work process efficiency, identifying new practices and allocating resources accordingly. Digitalization can become a key to the future success of a company if managers change their management style and decision-making mechanisms. Finally, focusing on barriers to competitiveness shows, that inhibiting factor is clearly linked to internationalisation too. Firms also present on the international market are likely to have the necessary specialised expertise, such as sales knowledge, and thus perceive expertise as less relevant as a barrier. To be more competitive, it is recommended to look for strategic opportunities where companies can be involved in international processes, thus making the organisation more open to innovation, new opportunities can bring more effective operation, employees will be more motivated, thus reducing the impact of inhibiting factors.

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Moroccan family businesses professionalization: benefits and challenges

Cited by 4 publications

References 43 publications

Innovation and Family Business in the Digital Age: A Systematic Literature Review

Innovation and Family Business in the Digital Age: A Systematic Literature Review

Psychological contract of employees in family-owned hotels: the role of talent management practices

Analysis of the Competitiveness of Hungarian Companies from the Perspective of Internationalisation

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