Determinants of Longevity and Success in Lebanese Family Businesses: An Exploratory Study

Fahed‐Sreih, Josiane; Djoundourian, Salpie

doi:10.1111/j.1741-6248.2006.00071.x

Cited by 74 publications

(46 citation statements)

References 21 publications

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“…Toward the conceptualization of the CSL, the studies explicitly addressing the internal elements of CSL are comparatively handful. Researchers, such as Napolitano et al (2015), Fatoki (2013), Fahed-Sreih and Djoundourian (2006), and Becsi (2002) explicitly explored the elements of CSL. However, the existing conceptual framework lack certain vital elements that significantly contribute to CSL.…”

Section: Conceptualization Of Cslmentioning

confidence: 99%

Corporate Sustainable Longevity: Scale Development and Validation

2019

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From the roots of corporate longevity that has been built by previous researchers, this article enhances existing work toward measuring the concept of corporate sustainable longevity (CSL) beyond an average firm's age. By adopting the sequential exploratory mixed method, we performed this study in two phases: qualitative followed by quantitative. In the first phase, we used the Delphi method to verify and validate the thematic elements of the construct and generated a pool of items from the extant literature. In the second phase, we collected the data twice through a survey questionnaire (pilot N = 200 and final N = 271) and validated the scale through exploratory and confirmatory factor analyses. The results generated a five-factor structure of CSL with model fit indices, root mean square error of approximation (RMSEA) = 0.15, goodness-of-fit index (GFI) = 0.917, adjusted goodness-of-fit index (AGFI) = 0.901, normed fit index (NFI) = 0.938, incremental fix index (IFI) = 0.996 with comparative fit index (CFI) = 0.996 with satisfactory discriminant and convergent validities. Cronbach's alpha ranging from 0.89 to 0.90 provided an evidence of internal consistency reliability of the CSL scale. This novel scale fills the gap in the literature by enabling practitioners and researchers in anticipating the firm's ability to survive in the long run. The significance and limitations of the study are discussed in the end.

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Section: Conceptualization Of Cslmentioning

confidence: 99%

Corporate Sustainable Longevity: Scale Development and Validation

2019

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“…Furthermore, although ownership and management are the criteria more used to conceptually define the term family business, some authors also use other criteria or dimensions such as the number of generations of the owning family (Davis, 1983), the influence of the family in the company (Chua, Chrisman & Sharma, 1999), the continuity of company ownership by family member -transgenerational succession- (Fahed-Sreih & Djoundourian, 2006;Bañegil el al., 2012) or the existence of a strong sense of identity and a remarkable family culture in a the business (Pertusa & Rienda, 2003).And even for others, it is the combination of the above dimensions (Barroso, Sanguino & Bañegil, 2012).…”

Section: Family Firmsmentioning

confidence: 99%

Entrepreneurial Orientation and Knowledge Transfer: analysis in Spanish family businesses

Barroso-Martínez

Sanguino-Galván

Bañegil-Palacios

2016

TMS

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This study tries to answer the following research questions in the context of family-owned firms: How is knowledge management related to entrepreneurship? How are knowledge management and entrepreneurship related to business performance? How does the family influence the above relationships? To answer these questions we performed a study to firms belonging to Family Business Regional Associations. The methodology used to analyze these relationships is based on a structural equation approach (SEM), specifically Partial Least Squares (PLS). The main value of this study is the proposition of two models. The first model analyzes the relationship among Knowledge Transfer (KT), Entrepreneurial Orientation (EO) and Performance (PERF). The second model studies the Family Influence (FI) as a moderating variable of such relationships. As conclusion, in these family firms KT has a significant positive effect on EO, and the latter on PERF. FI strengthening moderates the relationship between KT and EO and PERF. The implications for managers are clear. Our study provides a theoretical and empirical basis for further study on KT and EO in family business.

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“…In their study on FOBs in Lebanon, Fahed-Sreih and Djoundourian (2006) reported that in less than 40% of cases a successor has been chosen. Similarly, in his study on FOBs in the UK, Westhead (2003) found that only 41% of the incumbent owner-managers have a successor in mind.…”

Section: Introductionmentioning

confidence: 99%

Succession Planning in Family-owned Businesses

Tatoğlu

Kula

Glaister

2008

International Small Business Journal: Researching Entrepreneurs

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A key issue for many family-owned businesses (FOBs) is intergenerational management succession. This article investigates the dynamics of the succession process for FOBs that have already taken the succession decision and have selected their successors. The primary goal of the study is to delineate the factors behind the succession process by investigating selection, training and entry mode of successors as well as the involvement of family members and stakeholders in the succession process. Data from the predecessors of 408 FOBs in Turkey reveals a number of insightful findings regarding major characteristics of the FOB succession process including the views of predecessors on the succession process, successor selection criteria and the post-succession period. This is the first systematic study to deal with the succession process in Turkish FOBs, which previously has been informed only by anecdotal evidence.

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Determinants of Longevity and Success in Lebanese Family Businesses: An Exploratory Study

Cited by 74 publications

References 21 publications

Corporate Sustainable Longevity: Scale Development and Validation

Corporate Sustainable Longevity: Scale Development and Validation

Entrepreneurial Orientation and Knowledge Transfer: analysis in Spanish family businesses

Succession Planning in Family-owned Businesses

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