Succession and Ownership in Family Businesses

Drewniak, Zbigniew; Słupska, Urszula; Goździewska-Nowicka, Agnieszka

doi:10.35808/ersj/1706

Cited by 6 publications

(7 citation statements)

References 17 publications

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“…This statement also corresponds to research in Taiwanese family businesses (Luan et al 2018). Drewniak et al (2020) claimed, however, that an external successor can increase a family business's sales. When owners prefer their own offspring, according to Kandade et al (2021), their early affiliation to the family business is required.…”

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confidence: 77%

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Succession as a Risk Process in the Survival of a Family Business—Case of Slovakia

Rumanko

Lušňáková

Moravanská

et al. 2021

JRFM

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Generational transfer is a risky point in the life cycle of any family business, and thus the succession process should not be underestimated. Family businesses in Slovakia began to appear after 1989, and therefore many of them await the process of generational exchange in the coming years. For this reason, research on generational exchange has been limited. The aim of this paper was to evaluate the attitude of the owners of Slovak family businesses to the succession process and to reveal the key factors that positively or negatively affect this process. A semi-structured interview was selected as a tool for data collection, in which 74 family business owners took part. The findings were evaluated by the text mining method and afterwards transferred to a scatter diagram in concepts. Based on the clusters in the scatter plot, we revealed the key factors that the current owners consider to be a risk in successfully managing generational exchange. We found that only 48.64% of owners started the succession process, which proves the importance of solving the problem in Slovakia.

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supporting

confidence: 77%

“…In this research, we found that owners prefer sons as successors, and this statement corresponds to Wang (2010), andAhrens et al (2015). In selecting a successor, Drewniak et al (2020) pointed out that the successor should have the charisma and personality of a manager. They do not need to be an ideal copy of the current owner.…”

mentioning

confidence: 66%

Succession as a Risk Process in the Survival of a Family Business—Case of Slovakia

Rumanko

Lušňáková

Moravanská

et al. 2021

JRFM

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“…Consistent with that view, Mowday et al (1979), Porter et al (1974 and Steers (1979) further emphasize that engagement is an employee's willingness to contribute to significant efforts for business. The importance of employee expectations towards leaders and the factors fostering positive relations between employees is emphasized (Drewniak et al 2020;Den Hartog and Belschak 2012). According to Meyer and Allen (1991), commitment to business is a psychological state (desires, needs, and responsibilities) that shows the employee's relationship with the organization and has an impact on the aspirations to stay in the organization.…”

Section: Corporate Brand Equity and Employee's Opportunistic Behaviormentioning

confidence: 99%

The Impact of Brand Equity on Employee’s Opportunistic Behavior: A Case Study on Enterprises in Vietnam

Tran

Lê

Nguyễn

et al. 2021

JRFM

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Brand is considered a valuable asset that a business wants to create and maintain growth throughout its business cycle. This paper examines the impact of corporate brand equity on employees’ opportunistic behavior. The paper uses quantitative research methods, through linear SEM (Structural Equation Modelling) analysis of structural model with a scale of 609 samples of employees of enterprises in Vietnam. The research results show that corporate brand equity has a negative impact on employees’ opportunistic behavior. In the relationship between these two factors, trust and emotional engagement act as intermediate factors. Additionally, the research demonstrates that trust has a positive effect on all three components of employee engagement, including emotional engagement, computational engagement, and standards-based engagement. On that basis, the research suggests a number of recommendations to minimize the opportunistic behavior of employees in the enterprise. The findings of this study have shown the importance and impact of brand equity on employee opportunistic behavior. These are meaningful contributions in both theory and practice to help businesses gain deeper insight into brand equity and the need to pay attention to building and developing durable brand equity for businesses. At the same time, it is an important basis for the next research projects.

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“…Measurements of the phenomenon of family member engagement in the functioning of family businesses make contemporary researchers come together to focus on issue and may constitute a new field of studies (Więcek-Janka, 2014). The authors are of the opinion that many entrepreneurs are not aware of the full potential of family engagement and are treating the behaviours taking place in the company as organisational routine (Drewniak, 2020;Charupongsopon and Puriwat, 2017;Hys, 2016). The phenomenon constituted the basis for identifying the research problem covered in the question: what organisational effectiveness factors are specific for the functioning of family businesses?…”

Section: Introductionmentioning

confidence: 99%

Analysis of Family Engagement in the Evaluation of Organisational Effectiveness in Family Businesses

Hys¹,

Szczepańska-Woszczyna²,

Czart³

2020

ERSJ

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Purpose: This elaboration features an attempt of describing the research sample's uniformity and estimating the average engagement of family members in the family business' functioning (hereinafter referred to as family engagement). The study's context was based on a set of organisational effectiveness factors (identified independent variables) and an evaluation of their significance. In this paper, the effectiveness is deemed as the engagement of family members in the functioning of family businesses. Methodology: The paper presents the results of surveys conducted among 200 Polish family businesses with registered seats in two voivodeships. Organisational effectiveness was measured in terms of 8 key analysis fields identified. Findings: The paper presents the results of own research on organisational effectiveness in family businesses. It especially confirmed the alternative hypothesis that the dependent variable, i.e. family engagement, in terms of evaluating 8 independent variables using statistical tests, does not have a normal distribution. Practical Implications: The obtained results provide the basis for selection and future use of advanced statistical tests enabling the verification of a substantial dependency between the dependent variable (e.g. family engagement) and the independent variables identified within organisational effectiveness fields. Originality/Value: The conducted study supplements the knowledge on strategic management by specifying a set of family member engagement factors in family businesses. When analysing the widespread phenomenon of organisational effectiveness in family businesses, the authors analysed family engagement in terms of the effectiveness' studied variables.

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Succession and Ownership in Family Businesses

Cited by 6 publications

References 17 publications

Succession as a Risk Process in the Survival of a Family Business—Case of Slovakia

Succession as a Risk Process in the Survival of a Family Business—Case of Slovakia

The Impact of Brand Equity on Employee’s Opportunistic Behavior: A Case Study on Enterprises in Vietnam

Analysis of Family Engagement in the Evaluation of Organisational Effectiveness in Family Businesses

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