Shared Identity, Family Influence, and the Transgenerational Intentions in Family Firms

Mahto, Raj V.; Chen, Jiun-Shiu; McDowell, William C.; Ahluwalia, Saurabh

doi:10.3390/su11041130

Cited by 20 publications

(18 citation statements)

References 57 publications

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“…Small scale entrepreneurship, also called informal entrepreneurship, is more prevalent when the economy is at a low developmental level (Thai and Turkina 2014). One of the most distinguishing factors in small firms is that small family firms typically tend to employ family members rather than attracting talent from outside (Casson 1999) and tend to have intentions to pass the firm ownership onto the next generation of family members (Mahto et al 2019). Family firms predominantly involve several family members except the head of a household, usually a father, and are governed by cultural norms and nepotism (Bertrand and Schoar 2006).…”

Section: Small Family Firmsmentioning

confidence: 99%

The Impact of Cultural Capital on Development of Entrepreneurship in Wales

Azubayeva

2021

Administrative Sciences

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The focus of this paper is the impact of parental cultural capital on offspring’s occupational choice in relation to entrepreneurship. Despite growing interest to cultural motives for entrepreneurship on an individual level, few studies link these two domains empirically. This study follows the Culture Based Development research paradigm (CBD) developed by Tubadji and explores how culture influences occupational choices of school graduates during school-to-work transition. The main hypothesis of this paper is that sons of entrepreneurs are more likely to choose transitions into entrepreneurship after graduating school. I test three hypotheses on a unique historic dataset from Wales, UK, employing Probit analysis. I found a significant correlation between entrepreneurial background of father and son’s entrepreneurial entry. Poor socio-economic status of a father is also a predictor of entry into entrepreneurship of their son, motivated by necessity. The findings of this research contributed to the applicability of CBD to a historic dataset of earlier periods to capture a significant cultural impact on entrepreneurship development in Wales, UK.

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Section: Small Family Firmsmentioning

confidence: 99%

The Impact of Cultural Capital on Development of Entrepreneurship in Wales

Azubayeva

2021

Administrative Sciences

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“…Pada gilirannya, anggota keluarga yang merupakan bagian dari tim manajemen puncak dapat dianggap sebagai mekanisme lain yang dapat mengamankan pengaruh keluarga. Hal tersebut dapat membantu keluarga mengembangkan ISSN : 2088-1231 E-ISSN: 2460-5328 DOI: dx.doi.org/10.22441/mix.2020.v10i1.001 pengetahuan yang mendalam tentang perusahaan, yang menurut teori kepemilikan psikologis (Mahto et al, 2019), akan meningkatkan integrasi antara keluarga dan identitas perusahaan. Sehingga akan terbentuk identitas bersama yang lebih kuat antara identitas bisnis dengan identitas keluarga.…”

Section: Metodeunclassified

Analisis Perbedaan Persepsi Business Brand Lintas Generasi Pada Angkatan Viii “Family Business Universitas Ciputra”

Padmalia

2020

MIX

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Abstrak. Penelitian bertujuan untuk menganalisis perbedaan persepsi tiga dimensi family business brand (family firm identity, family firm image, dan family firm reputation) antara incumbentkeluarga, incumbent-non-keluarga, dan generasi penerus. Penelitian berikut diharapkan dapat memberikan pemahaman terkait bagaimana tiga subsistem yang berbeda dalam suatu bisnis keluarga memiliki pemahaman terhadap family business brand. Apabila terdapat peredaan persepsi maka akan diusulkan strategi yang tepat agar operasional perusahaan dapat lancar dan terjadi peningkatan nilai merek perusahaan tersebut. Populasi dalam penelitian ini adalah seluruh pemilik bisnis keluarga dari kelompok Family Business Universitas Ciputra angkatan VIII, penentuan sampel dilakukan berdasarkan purposive random sampling dengan kriteria tertentu. Metode penelitian yang digunakan adalah uji beda nyata One Way ANOVA yang dioperasikan menggunakan program IBM SPSS Statistics 23. Hasil analisis menunjukkan bahwa terdapat perbedaan yang signifikan di antara ketiga kategori responden pada dimensi family firm identity dan family firm reputation. Sedangkan pada family firm image tidak terdapat perbedaan yang signifikan di antara ketiga kategori responden.Kata Kunci: family business brand, family firm identity, family firm image, family firm reputation Abstract. The research aims to analyze the differences in the three-dimensional perception of family business brands (family firm identity, family firm image, and family firm reputation) between incumbent-family, incumbent-non-family, and future generations. The following research is expected to provide an understanding of how three different subsystems in a family business have an understanding of the family business brand. If there is a reduction in perception then the right strategy will be proposed so that the company's operations can be smooth and an increase in the company's brand value. The population in this study were all family business owners of the Family Business Group of Ciputra University VIII, determining the sample based on purposive random sampling with certain criteria. The research method used was the One Way ANOVA test that was operated using the IBM SPSS Statistics 23. The analysis showed that there were significant differences between the three categories of respondents in the dimensions of family firm identity and family firm reputation. Whereas in the family firm image there is no significant difference between the three categories of respondents. PENDAHULUANData Indonesian Institute for Corporate and Directorship (IICD, 2010) menunjukkan bahwa lebih dari 95% bisnis di Indonesia merupakan perusahaan yang dimiliki dan dikelola oleh keluarga. Oleh karena itu, kegiatan bisnis dalam perusahaan keluarga telah lama memberi sumbangsih terbesar terhadap pembangunan ekonomi Indonesia. Bahkan, di saat krisis ekonomi di tahun 1997/1998 dan 2008, bisnis keluarga terus menunjukkan eksistensinya sebagai penopang dan modal kekuatan dalam pemulihan perekonomian Indonesia.

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“…At the same time, usually, the next generation does not have the same motivation as the founders when entering the FB (Ganzaroli, Fiscato, & Pilotti, 2006). Although family entrepreneurs tend to keep the company in the hands of the family in the long run (Astrachan et al, 2002), various reasons are given for the collapse of FBs, including the withdrawal of the founder/parent, incompetence of the next generation, rivalry of heirs, industry development (Mahto et al, 2019). Possible reasons are incompetence for the innovativeness, technical-technological, and nontechnological innovativeness, especially innovativeness of management style and values, culture, ethics, and norms are often overlooked.…”

Section: Introductionmentioning

confidence: 99%

Innovativeness of Family Businesses in Slovenia: Do Heirs follow the Founders?

Letonja

Skok²,

Vrdoljak

2021

Business Systems Research Journal

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Background: The innovativeness of founders and their heirs and family businesses (FBs) is a relatively unexplored field of research, and its understanding is incomplete and inconsistent. Objectives: The goal is to compare the founders’ innovativeness and investigate the relationship of life-long learning with the innovativeness of heirs in FBs. Methods/Approach: The paper is based on research, including a survey on FBs in Slovenia. The differences in the innovativeness of the two groups – founders and heirs are compared, and the strength of the dependence of the life-long learning and innovativeness through the external training of heirs determined. Results: The innovativeness of founders and heirs in FBs, measured by the number of new product and service lines and by the number of new processes that founders and heirs in FBs have developed or started marketing in the last five years, shows higher results for the founders. Life-long learning through external training correlates positively with the innovativeness of heirs. Conclusions: An appropriate culture for innovation needs to be created in FBs to foster innovativeness among heirs, which can be supported by life-long learning.

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Shared Identity, Family Influence, and the Transgenerational Intentions in Family Firms

Cited by 20 publications

References 57 publications

The Impact of Cultural Capital on Development of Entrepreneurship in Wales

The Impact of Cultural Capital on Development of Entrepreneurship in Wales

Analisis Perbedaan Persepsi Business Brand Lintas Generasi Pada Angkatan Viii “Family Business Universitas Ciputra”

Innovativeness of Family Businesses in Slovenia: Do Heirs follow the Founders?

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