Trans-generational renewal as managerial succession: The Behn Meyer story (1840–2000)

Yacob, Shakila

doi:10.1080/00076791.2012.692080

Cited by 16 publications

(11 citation statements)

References 18 publications

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“…The resilient organization focuses on investing in the improvement of organizational members' knowledge, skills and abilities through education, training, and work experience, as well as fostering their innovation awareness, so as to improve their work efficiency and equip them with the competencies necessary to deal with environmental changes [70,71]. In the case study of a family firm spanning more than 160 years, Yacob [72] indicates a good managerial succession system characterized as the long-term apprenticeship training is critical for the firm's longevity and sustainability, as the selected managerial successors are highly capable of undertaking changes or transformations that consistent with its values and goals in a careful and wise way. In addition, the resilient organization relies on an emotional investment and commitment to its employees, such as caring, fair treatment, respect, trust, and empowerment [73].…”

Section: Employee-related Csr and Organizational Resiliencementioning

confidence: 99%

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Wei

et al. 2019

Sustainability

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Prior work on corporate social responsibility (CSR) has focused mainly on its effects on the short-term performance of firms from developed countries. In this article, we shed light on its effects on organizational resilience, which is defined as the firm's ability to positively cope with environmental turbulence, and operationalized by long-term, improved sales growth and financial volatility. In line with this operationalization, we adopt CSR's performance-enhancing and performance-insuring mechanisms to disentangle the relationship between CSR and organizational resilience. Furthermore, we divide CSR into five dimensions, namely shareholder, employee, business, society and environment-related CSR, and respectively examine their impacts on organizational resilience. The empirical study on a large sample of public firms in China from 2010 to 2017 shows that CSR as a whole significantly increases the firms' long-term growth and reduces their financial volatility. As for the five specific dimensions, they all have a significant negative effect on financial volatility, and the employee, business, environment-related CSR are positively associated with long-term growth. Yet, the empirical results did not indicate significant associations between shareholder and society-related CSR and firms' long-term growth. This study first explores the impacts of CSR's different dimensions on organizational resilience. Also, we contribute to enriching the literature on CSR by examining the long-term performance-insuring effect of CSR with a quantitative analysis of emerging markets. Finally, we discuss some important managerial implications, as well as promising directions for future research.2 of 23 conditions, unestablished industrial structures, and the intense, chaotic competition brought by rapid development, Chinese enterprises are likely to face more changes and uncertainties in their business environment, which makes them more vulnerable than those from developed countries. Second, as the concern about CSR in China comes far later than that in developed countries, the effect of Chinese CSR on organizational resilience may be different. The Kinder, Lydenberg, and Domini (KLD) database, for example, began to internationally provide ratings of corporate social performance in 1991. While, the first official research report on Chinese CSR was released in 2009, and then Chinese listed companies were required to issue their annual CSR reports. In line with this, we aim at providing some new insights of CSR and its effects on organizational resilience with evidence from emerging markets.In doing so, we first clarify the conceptualization and operationalization of organizational resilience. Defined as the ability of an organization to respond positively to environmental changes, organizational resilience is a latent, unobservable construct usually measured by its outcomes [6]. The most desired outcome of organizational resilience recognized in extant literature is a firm's persistent superior performance in the changing business en...

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Section: Employee-related Csr and Organizational Resiliencementioning

confidence: 99%

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Wei

et al. 2019

Sustainability

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“…This use of history took various forms: the regalia associated with Guilds, the imprimatur of Royal association, or even the rose-strewn trellis iconography of village life, all of which provided historical associations available to British companies to achieve internal commitment and as a means of promoting themselves (often abroad): felicity emerged from infelicity. Another felicitous example of the blending of an organization's own and its wider historical context in the search for internal commitment is detailed by Yakob (2012), who shows how generational succession in context of external crises involved the renegotiation of a corporation's national identity in a colonial/post-colonial context, leading to resilience, renewal, and longevity. Howard-Grenville et al (2013) show how a city gains renewed vigor by restaging sports events to rekindle memories of a glorious past, and how such resurrection of identity can be orchestrated and managed through effective leadership.…”

Section: Use 2: Use Of History For Inward Commitmentmentioning

confidence: 99%

Using history in the creation of organizational identity

Zundel

Holt

Popp

2016

Management & Organizational History

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“…Chandler noted 'if managerial hierarchies got more embedded into an enterprise, professional control structures became separate from ownership'. In different reports regarding the development enterprise, emphasis has been laid on the impacts of transitions in business ownership and control patterns on the company's development (Yacob, 2012). In this literature, the enterprise evolution can be summed up in three stages, namely partnership, single owner/family business and managerial control.…”

Section: Enterprise Development and Innovation In Family Firmsmentioning

confidence: 99%

Family Firms, Enterprise Development and Tacit Knowledge Transformation: Small and Medium Enterprises (SMEs) Innovation in Malaysia

Yew

2021

Global Business Review

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In light of the global economy, it is undeniable that small businesses such as family-owned small and medium enterprises (SMEs) affect economic performance globally. They offer a key basis of flexibility and innovation but also face some challenges along the way. Since family SMEs form a large portion in the Malaysian corporate sector, the economy of this country is highly dependent on family firms’ entrepreneurial capacity. During the past decade, although family SMEs innovation is analytically and empirically reviewed in terms of theory building, it still lacks a systematic adoption of thorough and theoretically-based frameworks to gain understanding on the evolution of knowledge transformation surrounding this topic. This study primarily focuses on the development of tacit knowledge through innovation during generational change with specific attention given to three family firms ranging from old, new and declining wealth enterprises. Besides, this article appraises the evolution of SMEs innovation when new generations attempt to transform the tacit knowledge in advancing the products innovation and quality branding in Malaysia.

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Trans-generational renewal as managerial succession: The Behn Meyer story (1840–2000)

Cited by 16 publications

References 18 publications

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Using history in the creation of organizational identity

Family Firms, Enterprise Development and Tacit Knowledge Transformation: Small and Medium Enterprises (SMEs) Innovation in Malaysia

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