The Evolution of Family Entrepreneurship in Poland: Main Findings Based on Surveys and Interviews from 2009-2018

Development of Entrepreneurial Activity in the Czech Republic over the Years 2005–2017

“…As the assumption of the positive impact of entrepreneurship on economic growth is based mainly on findings from developed countries, it is crucial to explore entrepreneurship in other countries that have not been studied before, as recommended by Davidsson [26,27], and to see whether the traditional patterns described in entrepreneurship literature are valid or not. Such an example might be countries of the former Soviet Union that experienced the process of economic transition during the early 1990s [28][29][30][31][32][33][34][35][36][37][38][39] Cieślik and Van Stel [33] further explain that the former soviet socialist regime might have influenced current behaviour of economic agents (employees, entrepreneurs) in the society, and thus there might be different patterns of economic (and entrepreneurial) behaviour compared to those observed in developed countries.…”

Exit of Entrepreneurs from Business: Reasons and Strategies

“…Van Teeffelen & Uhlaner (2003) considers the transfer of the business to family members as a way out. It should be noted that this way currently dominates in Poland, as (Marjanski & Sulkowski, 2019) shows. Being the main way to terminate entrepreneurial activity, it ensures continuity and preservation of the business in the family.…”

Refreshing Typologies Based on Family Firms’ Goals: The Perspective of “First-Generation Enterprises"

“…Because of the short period of time in which that type of family businesses developed, they have not yet established a good pattern of succession (Lewandowska and Lipiec, 2015) nor one of cultivating and transferring family values; for example, by introducing them in family protocols (see Koładkiewicz, 2015). We may assume that -among Polish family firms with short free-market experience (Marjański and Sułkowski, 2019) -there is little awareness of potential benefits, which derives from familiness, and hence business goals may be more important. This phenomenon is also visible in the research conducted by Zajkowski (2018, p. 225-229), which reveals that family goals become more signifi cant when the second generation becomes engaged in ownership or management in the family business.…”