Constructing big business: The cultural concept of the firm

Fear, Jeffrey

doi:10.1017/cbo9780511665349.019

Cited by 7 publications

(6 citation statements)

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“…This contradicts Chandler's (1977, 1997) assessment about the dysfunctions of family control and the inevitability of the substitution of managerial enterprise for family enterprise. In light of the coexistence of family rule and professional management in the cases of ethnic Chinese and their counterparts elsewhere (Morikawa, 1992; Rose, 1995), I reiterate Fear's (1997, p. 558) observation that the question is not ‘family versus management’, but how a family runs a large business. That is, whether it is willing to delegate operational management and collaborate with competent managers in strategic decision‐making, and whether it is willing to recruit and retain managers from the external labour market, judge them on their merits, and develop firm‐based capabilities.…”

Section: Discussionmentioning

confidence: 92%

“…Family managers who hold top management positions are not bound by limited tenures. Their positions are secure, being immune from the fluctuation of the stock price of their companies (Fear, 1997). In contrast, non‐family managers who are bound by limited tenures tend to have a lower commitment and a short‐term orientation.…”

Section: Discussionmentioning

confidence: 99%

“…The shift towards professionally managed family-ruled enterprises among large ethnic Chinese business renders them similar to their Japanese and Western counterparts. Fear (1997) pointed out that many world-class companies from Germany, France, Italy and Japan (even in technological and capital-intensive industries such as automobiles and chemicals) compete internationally as firms with tight family control (see also Barca and Becht, 2001). Although the family patriarchs maintain control over strategic decision-making, they rely on non-family managers for operational management.…”

Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

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The Professionally Managed Family‐ruled Enterprise: Ethnic Chinese Business in Singapore

Tsui‐Auch

2004

J Management Studies

102

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This study identifies the change and continuity in the management structure of Singaporean Chinese family businesses before and after the Asian currency crisis based on an interpretive content analysis of oral history transcripts, personal interviews, documentary research and a historical analysis of Singapore's economy and society. It shows that large businesses shifted from being 'family-ruled and managed' to becoming 'professionally managed family-ruled' businesses before the crisis. Since the crisis, however, Chinese businesses in sectors that are under the watch of the developmental state, that face increasing competition from Western corporations, and lack offspring who are competent and interested in running family enterprises have loosened family rule. Businesses in sectors that are free from the direct intervention of the state, that seek survival in negative market situations, and have trusted and competent offspring to harness the advantage of the family enterprise have maintained family rule. Based on the findings, the author offers an explanatory and predictive model that takes into account the roles of markets, institutions (including culture and the state) and key corporate actors. The study concludes with suggestions for future research into the management structures of professionally managed family businesses and the role of the state. Copyright Blackwell Publishing Ltd 2004.

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Section: Discussionmentioning

confidence: 92%

Section: Discussionmentioning

confidence: 99%

Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

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The Professionally Managed Family‐ruled Enterprise: Ethnic Chinese Business in Singapore

Tsui‐Auch

2004

J Management Studies

102

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“…The American model established with the Sherman Act of 1890 was more an anticartel law than an anti-trust act. 3 Cartels were explicitly prohibited in the United States, and although the American authorities were critical towards trusts and monopolies, and in some high profile cases intervened against companies such as Standard Oil and British-American Tobacco Company, the legal and administrative enforcement varied considerably. The German legislation of 1923 was, like the Norwegian counterpart, aimed at intervening against clear abuse of cartels' market power, but the Norwegian legislation went further as it also included control of market-dominant enterprises and monopolies.…”

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Confronting market power: Norway and international cartels and trusts, 1919–39

Sandvik

Storli²

2011

Scandinavian Economic History Review

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“…Os critérios para a interpretação dos dados. 2000, Gereffi (1996), Gereffi et al (1994) Cooke e Morgan (1998), Dedrick e Kraemer (1998), Dosi (1997), Duguid (2005), Elfring e Baven (1996), Fear (1997), Gereffi (1999), Gibbon (2001Gibbon ( e 2003, Gibbon No processo de construção de explicações, sua natureza recorrente é objeto de considerações.…”

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Estratégia empresarial, governança e renda em cadeias globais de valor: casos em tecnologia da informação

Eduardo¹

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The focus of the research is the organizational structure of firms connected to Global Value Chains (GVCs). The investigation is conducted through the multiple case study method. The sample is composed of Information Technology (IT) firms of Brazilian origin. All of them carry international operations. Primary data were collected in personal interviews. The literature review brings concepts related to GVCs, upgrading, chain governance, economic rents and strategy. It's indicated in the literature that GVC structure is designed by northern hemisphere firms. The governance circumstances of the GVCs the studied firms are connected are examined. One of the research questions is how Brazilian companies can govern the GVCs they connect to. Upgrading is related to governance and to firm strategy. The argument is that proactive strategies can bring stronger governance to the companies, which allows upgrading and yields them higher economic rents. Market segments are characterized, as well as studied cases' strategy and attitude toward organizational innovation. Results show aspects and compare the global strategies of the investigated firms regarding product development, outsourcing, off shoring, relationship with suppliers, distribution channels and buyers. Studied organizations' strategy and management procedures in terms of international activity are compared. All the cases are classified regarding their corporate strategy proactive ness, possibilities and constraints to obtaining superior rents.

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Constructing big business: The cultural concept of the firm

Cited by 7 publications

References 0 publications

The Professionally Managed Family‐ruled Enterprise: Ethnic Chinese Business in Singapore

The Professionally Managed Family‐ruled Enterprise: Ethnic Chinese Business in Singapore

Confronting market power: Norway and international cartels and trusts, 1919–39

Estratégia empresarial, governança e renda em cadeias globais de valor: casos em tecnologia da informação

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