scholarly journals Sustainable Certifi cation for Future Generations: The Case of Family Business

2015 ◽  
pp. 237-266
Keyword(s):  
Family Business ◽  
Future Generations

scholarly journals The Impact of Owner Gender in Family Businesses in Indonesia Liliana Dewi, Kazia Laturette, and I Gusti Bagus Yos

2021 ◽  
Author(s):  
Liliana Dewi ◽  
Kazia Laturette ◽  
I Gusti Bagus Yosia Wiryakusuma
Keyword(s):  
Family Business ◽  
First Generation ◽  
Future Generations ◽  
Early Age ◽  
Next Generation ◽  
Female Leaders ◽  
The Family ◽  
Long Time ◽  
The Impact

There are differences in the way people perceive the role of women and men in business. The purpose of this study was to analyze the influence of male or female leaders on two business families in Indonesia. The success of the family company cannot be separated from the role of the first generation in trusting future generations to continue their family business. A qualitative approach was used, where the data were collected through interviews with two family companies with different generations of successors. One family company has a female successor generation and another family company has a male successor. The findings showed that the first generation trusted from an early age and involved the second generation in the family business, whether their children were girls or boys. In fact, all succeeded in taking over the baton of leadership. An interesting finding is that even though the next generation is female and handles welding, which is more commonly done by men, thanks to the trust given by their parents, this next generation would be more masculine in order to gain legitimacy from employees who have worked for a long time in the company. This is as good as the next generation of men in other family companies. Keywords: family business, gender, first-generation roles, succession of success

scholarly journals BUILDING TRUST IN FAMILY BUSINESS

2018 ◽  
Vol 7 (2) ◽  
pp. 49-54
Author(s):  
Agustiono Agustiono ◽  
Carlina Wijaya
Keyword(s):  
Test Data ◽  
Family Business ◽  
High Performance ◽  
New Products ◽  
Future Generations ◽  
Next Generation ◽  
Building Trust ◽  
Data Validity ◽  
Bakery Industry

This research aims about how to build parent’s trust at Super Rasa Jaya Company. This is a family company engaged in bakery industry. This research was a descriptive qualitative. For data collecting technique, this study used interview and observations method. The data were validated though data validity test. Data triangulation was carried out by interviewing 6 informants who worked as entrepreneurs. Four of them have become a successful leaders of the next generation for more than 5 years. Two others were the owners of Super Rasa Jaya Company. This study found the owner of Super Rasa Jaya Company (head of the generation) had not been able to have their trust on the performance of their future generations yet. To gain that trust, the future generations had to work very hard. They were also required to provide evidence about their work. The next generation had to be able to demonstrate high performance in running and organizing the company. They had to able to produce a variety of new products and improve the quality of production in order to get the trust from the heads of the previous generation.

scholarly journals THE CHALLENGES OF FAMILY BUSINESS SUCCESSION PROCESS: A CASE STUDY OF TWO MAJOR BATIK PERANAKAN ENTREPRENEURS IN PEKALONGAN AND SOLO

2021 ◽  
Vol 2 (1) ◽  
pp. 1
Author(s):  
Lili Kristanti ◽  
Maureen Nuradhi
Keyword(s):  
Family Business ◽  
Succession Planning ◽  
Research Method ◽  
Future Generations ◽  
The Third ◽  
Succession Process ◽  
The Difference ◽  
Business Succession ◽  
Family Business Succession

<p>Family business has many challenges to sustain for generations. Two legendary Peranakan batik entrepreneurial families halted their businesses at the third generation and this research looks for the causes of this failure. Through qualitative research method, the conclusion drawn is that there is no mature succession planning from the predecessor to the successor. Meanwhile, the difference in motivation and commitment of the next generation of these two family businesses do not seem to cause a difference in the final journey of Batik Oey Soe Tjoen and Batik Tiga Negeri. Factors beyond succession planning and commitment of future generations can be subject to further research studies.</p><p> </p>

scholarly journals Family Business’s Transitioning to Circular Economy Model: The Case of “Mercadona”

2017 ◽  
Author(s):  
Pedro Nuñez-Cacho ◽  
Valentín Molina-Moreno ◽  
Francisco A. Corpas-Iglesias ◽  
Francisco J. Cortés-García
Keyword(s):  
Family Business ◽  
Circular Economy ◽  
Environmental Problem ◽  
Social Issues ◽  
Environmental Policies ◽  
Family Businesses ◽  
Energy Resources ◽  
Future Generations ◽  
The Family

Sustainability addresses environmental and social issues affecting this and future generations. When family businesses perceive that the community is disrupted, recognizes an environmental problem and responds by implementing new environmental policies or regulations. The family business&rsquo;s socio-emotional values press to transition to a more sustainable production system, such as the circular Economy. Drawing on the Dubin (1978) methodology, we design a sustainable model, which shows family businesses&rsquo; response to changes in the environment. It explains the reasons why family businesses transition to Circular Economy, based on the theory of Socio-Emotional Wealth. We check the model through the case study of the food retail leader in Spanish market, Mercadona that applies policies about energy, resources and waste to became a circular economy business model.

scholarly journals Mentoring and perpetuating the entrepreneurial spirit within family business by telling contingent stories

2009 ◽  
Vol 12 (2) ◽  
pp. 27-40 ◽  
Author(s):  
Rob Smith
Keyword(s):  
Family Business ◽  
Family Businesses ◽  
Future Generations ◽  
Family Experiences ◽  
Socially Constructed ◽  
Entrepreneurial Spirit ◽  
The Creation

Family businesses do not perpetuate themselves. Entrepreneurs must nurture and propagate the values that led to the creation of the very thing most precious to them‐their business.This of course depends on stability. Nor do these cherished values propagate themselves. To be made meaningful for others, and for future generations, family experiences, values, and achievements must be communicated to others via language, narrative and storytelling, or other forms embedded in the narrative such as symbols. Often a variety of different socially constructed stories may be necessary contingent upon situation, purpose, or need.

scholarly journals The family business: a unique profile of behaviour, or a profile adapted to the needs of the family and the market?

2009 ◽  
Vol 7 (2) ◽  
pp. 83-103
Author(s):  
Carmen Galve-Górriz ◽  
Vicente Salas-Fumás
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Future Generations ◽  
Third Generation ◽  
Cross Sectional ◽  
Behaviour Management ◽  
Developmental Models ◽  
The Family ◽  
Family Generation ◽  
High Degree

This paper helps to theorize the link between family generation and the characteristics, behaviour, management and governance of the firm. The paper also answers the question: to what extent is competitive position affected by each generation? The paper overcomes the limitation of the cross-sectional data, since the investigation is applied to data from Spanish firms during the period 1994 to 2005, which is much more appropriate when discussing developmental models. Our results confirm the greater degree of complexity of the family firm, as the ownership and the running of the business is passed to future generations. However, and contrary to all expectations, family firms in the sample have a high degree of concentration of ownership, regardless of the generation and a greater complexity in the business does not give rise to the incorporation of external partners in the company’s share capital. In fact, third generation companies have no external partners, with 100% capital remaining in the family.

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