Notice of Retraction: The goals-structured and models in family business culture

2011 ◽  
Author(s):  
DuanYuanPeng
Keyword(s):  
Family Business ◽  
Business Culture

Culture in Family-Owned Enterprises: Recognizing and Leveraging Unique Strengths

2004 ◽  
Vol 17 (1) ◽  
pp. 61-70 ◽  
Author(s):  
Daniel Denison ◽  
Colleen Lief ◽  
John L. Ward
Keyword(s):  
Organizational Behavior ◽  
Corporate Culture ◽  
Family Business ◽  
Family Firms ◽  
Assessment Tool ◽  
Small Sample ◽  
Business Culture ◽  
Bottom Line ◽  
Family Enterprises ◽  
And Performance

Through years of consulting experience and culture research, a fuller picture of family firms began to emerge. It became increasingly clear that family business sustainability and accomplishment were rooted in something deeper, something beyond superficial explanation. Belief in the innate value and uniqueness of family business culture drove collaboration on this project between the disciplines of family business and organizational behavior. The goal was to critically examine family business culture and performance relative to nonfamily firms. The Denison Organizational Culture Survey, a cultural assessment tool that has linked corporate culture to financial performance, was administered to a sample of 20 family businesses and 389 nonfamily businesses, allowing us to compare their cultures. The results showed that the corporate cultures of family enterprises were more positive than the culture of firms without a family affiliation. Family enterprises scored higher on all 12 dimensions of the assessment tool. Despite the small sample, several of these differences were statistically significant. This suggests that family firms perform better because of who they are. In addition, recent research that shows they also perform better because of what they do strategically. Their histories and shared identities provide a connectedness to time-tested core values and standards of behavior that lead to bottom-line success.

Managing non-family talent: Evidence from German-speaking regions

2019 ◽  
Vol 33 (3) ◽  
pp. 249-279 ◽  
Author(s):  
Katharina Harsch ◽  
Marion Festing
Keyword(s):  
Family Business ◽  
Talent Management ◽  
Business Owners ◽  
Management Approach ◽  
Business Culture ◽  
Specific Analysis ◽  
The Family ◽  
German Speaking ◽  
Multiple Levels ◽  
Context Specific

Family businesses dominate the corporate world but there is much we don’t know about them. Managing non-family talent is one under-researched area which we explore here, using a context-specific analysis on multiple levels, including qualitative data from interviews with family business owners and non-family talents in strategic family business positions in Germany, Austria and German-speaking Switzerland. Based on stewardship theory and our empirical results, we suggest a framework that explains the particular facets of talent management in this context, characterised by the emotional attachment of the family and involvement in the business. Our findings show that primarily the values and attitudes of families shape the specific family business talent management approach, which is embedded in the particularities of the family business culture at the meso level and in region-specific macro-level factors.

Stakeholder Perceptions of Culture and Management Practices in Family and Family Firms - A Preliminary Report

1997 ◽  
Vol 10 (2) ◽  
pp. 135-155 ◽  
Author(s):  
Ernesto J. Poza ◽  
Theodore Alfred ◽  
Anil Maheshwari
Keyword(s):  
Family Business ◽  
Preliminary Report ◽  
Family Firms ◽  
Management Practices ◽  
Family Businesses ◽  
Family Ownership ◽  
Business Culture ◽  
Stakeholder Perceptions ◽  
Communication Processes ◽  
Succession Processes

The research reported here represents part of an on-going project. Family businesses participating in the Partnership with Family Business at the Weatherhead School of Management, Case Western Reserve University, completed questionnaires that explored family and business culture and practices. The completed questionnaires show that CEOs generally perceived the practices, cultures, and succession processes more favorably than both other family members and non-family managers. The questionnaires indicate important relationships between family and family-firm cultures, suggesting the importance of intervention approaches that address the whole system of family and business. Non-family managers' perceptions of family firms differ, posing challenges to the full1 utilization of their capabilities. Age is significant in explaining some of the differences in perceptions within and between family and non-family respondents. Finally, responses indicate that planning practices, communication processes, and the use of boards are influenced by family ownership and are positively related to some features of firm andqor family.

scholarly journals Family Home Business in Kibbutz Industry Sustainability

2020 ◽  
Vol 12 (13) ◽  
pp. 5388 ◽  
Author(s):  
Yaffa Moskovich
Keyword(s):  
Family Business ◽  
Relevant Literature ◽  
Business Culture ◽  
Industrial Sustainability ◽  
Familial Type ◽  
Multiple Case ◽  
New Type ◽  
Multiple Case Studies ◽  
Industry Sustainability ◽  
Cultural Features

This study defines and examines kibbutz industries as an expanded form of family business. It explores the sociological characteristics of this new type of enterprise, extending familial business culture theory innovatively by adding a new category of business to those already described in the relevant literature. The research addressed multiple case studies, using anthropological interviews and document analysis methods to explore three new familial types: 1. Communal Familial Type, Kibbutz industries that are still communal and have retained familial attributes; 2. Business Communal Familial Type, Kibbutz industries that have undergone privatization, retaining only half the communal cultural features typical of kibbutzim and displaying greater business orientation; 3. Business Type, Kibbutz industries that have lost their familial attributes or communal cultural features. The first two types maintain kibbutz community and industrial sustainability, while the last can be a threat to kibbutz sustainability.

scholarly journals FACTORS OF FAMILY BUSINESS GROWTH IN RUSSIA: LITERATURE REVIEW AND FUTURE RESEARCH DIRECTIONS

2019 ◽  
pp. 88-97
Author(s):  
M. I. Mokina
Keyword(s):  
Family Business ◽  
Structural Changes ◽  
Future Research ◽  
Business Culture ◽  
Key Factors ◽  
Business Growth ◽  
Research Directions ◽  
Russian Economy ◽  
Future Research Directions ◽  
Family Entrepreneurship

Structural changes in the Russian economy contribute to the development of entrepreneurship, i.e. family entrepreneurship. This article analyzes the work of domestic and foreign scientists on the functioning and development of family business. The key factors of family business growth include development of family business culture, involvement of family members in management, ensuring business continuity, innovative development, and internationalization of business.

Feixiang to FOTILE: growth of a family business

2012 ◽  
Vol 2 (8) ◽  
pp. 1-8 ◽  
Author(s):  
Jianchang Liu ◽  
Kathryn Carlson Heler
Keyword(s):  
Family Business ◽  
Subject Area ◽  
Global Market ◽  
Business Culture ◽  
Close Link ◽  
Content Type ◽  
Mba Students ◽  
Modern Enterprise ◽  
Start Up ◽  
Market Opportunities

Subject area Strategy. Study level/applicability The case is suitable for upper level undergraduate business and MBA students. Case overview FOTILE, one of the fam ily businesses in Zhejiang, Ch ina, has now become the leading brand in the Ch ina kitchen appliance industry and has successfully entered into the global market. It has gone from a traditional family business in the 1980s to a modern enterprise because of the successful transformation from the first generation (Father: Lixiang Mao) to the second generation (Son: Zhongqun Mao) and the blending of a family business with the modern enterprise system. They both have strong beliefs that family businesses have their own advantages, but they have different ways and strategies of running the business. The case describes the process of how the father and his son worked together designing the strategies to successfully grow FOTILE. Expected learning outcomes The case is a vehicle for exploring strategies to operate a family business, to successfully develop a sustainability model, to manage a growing company through its entrepreneurial stage, and to merge western business culture with Chinese Confucian culture. It should help students to: explore strategies of managing/leading a family business and transferring successfully the business from one generation to the next; understand the importance of marketing, focusing on overall strategy and sustainability; know how to identify market opportunities, exhibit start-up intent, perform start-up planning, mission development, and feasibility analysis, and acquiring initial resources; and appreciate the close link between culture and strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes.

scholarly journals Cultural embeddedness of family businesses succession planning: a comparative study of Poland and Indonesia

2020 ◽  
Vol 18 (3) ◽  
pp. 328-337
Author(s):  
Anna Bąkiewicz
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Cultural Background ◽  
Economic Transformation ◽  
Family Businesses ◽  
Business Culture ◽  
Empirical Survey ◽  
The Family ◽  
Communist Countries ◽  
Cultural Embeddedness

The research investigates the bases of succession planning in family businesses (FB), especially the cultural background of the phenomenon. The significance of the issue under study comes from the importance of family business in every economy and the delicate matter of succession as an important business development element. The research is based on the observation that the succession determinants are still outside the mainstream of the research. In this study, it is hypothesized that succession planning is influenced by cultural background. The investigation is done by performing a comparative analysis of family businesses’ potential successors from the culturally distant countries: Poland and Indonesia. An empirical survey-based method is applied to investigate the younger generation’s involvement in preparations for the transfer of the family business. The differences in the approach to the younger generation’s succession identified in the survey are not related to such factors as age, size, or succession experience of the business. Instead, there are premises to say that the differences come from the family and business culture based on national specificity. First-hand support for the cultural embeddedness of FB succession planning was found. Furthermore, the results also reaffirm the doubts concerning the importance of post-communist countries’ economic transformation for succession planning. The empirical study confirms the expectations that the specificity of cultural background in Poland could be especially harmful to succession planning in the family business.

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