Emigrant Entrepreneurs: Shanghai Industrialists in Hong Kong.

Hong, Lawrence K.; Wong, SL

doi:10.2307/2546388

Cited by 24 publications

(30 citation statements)

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“…Limiting management positions primarily to family members may lead to hiring sub-optimal people who can not be easily dismissed (Dunn 1995;Whyte 1996), and can lead to greater conflict because of non-merit-based promotion criteria (Leyton 1970;Wong 1988). Also, qualified non-family-managers may avoid family firms where their potential for growth, promotion and remuneration is hampered (Covin 1994a;Covin 1994b;Donnelly 1964;Fiegener et al 1996;Horton 1986;Lee et al 2003;Stewart 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Conflict can exist in family firms, when siblings, spouses, children or other relatives participate in management and/or ownership (Leyton 1970;Wong 1988). Conversely, the introduction of NFM's may lead to a reduction in such conflict (Beckhard and Dyer 1983;Davis andHarveston 1999, 2001;Ensley 2006;Lester and Cannella 2006).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

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Non-family-members in the family business management team: a multinational investigation

Sonfield

Lussier

2009

Int Entrep Manag J

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The purpose of this study was to investigate, in a multi-country context, the inclusion of family-member managers and non-family-member managers in family businesses, and the relationship of this variable to certain management activities, styles and characteristics. A large sample (N = 593) of family businesses was generated from six countries (Croatia, Egypt, France, India, Kuwait and the United States), countries with significant differences in cultures, economies, levels of entrepreneurial activity, and family business demographics. Correlation and then Regression results indicate that, as the percentage of non-family-managers in the management team increases, there is an increase in the use of outside assistance, the use of sophisticated financial management, and the consideration of going public; but a decrease in family member conflict, in the original founder's influence, and in the formulation of succession plans. Implications of these findings, for practitioners, consultants and researchers, are presented.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Non-family-members in the family business management team: a multinational investigation

Sonfield

Lussier

2009

Int Entrep Manag J

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“…After all, many first-generation ethnic Chinese entrepreneurs are themselves diaspora immigrants or, in the words of Wong (1988), Bemigrant entrepreneurs'' from mainland China before the communist takeover in 1949. These emigrant entrepreneurs are therefore products of internationalization (not globalization) as they left mainland China in search of better livelihood elsewhere.…”

Section: Globalizing Southeast Asian Ethnic Chinese Business: Contextmentioning

confidence: 99%

Change and Continuity in Southeast Asian Ethnic Chinese Business

Yeung

2006

Asia Pacific J Manage

100

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“…As Wong (1988) reported in his cross-national comparative study of Chinese entrepreneurs, someone not able to make himself a business owner is considered a failure, a ''good-for-nothing.'' The motivation for achievement and independence has prompted overseas Chinese to set up their own business.…”

Section: Women Entrepreneurs In Transition Economiesmentioning

confidence: 99%

Breaking the “Bamboo Curtain” and the “Glass Ceiling”: The Experience of Women Entrepreneurs in High-Tech Industries in an Emerging Market

Tan

2007

J Bus Ethics

141

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Despite the role women play in job creation, economic growth and society revitalization, especially in economies undergoing fundamental transformations, issues emerging from women in entrepreneurship have not received adequate attention in academic research. As a result, our understanding of women entrepreneurship in emerging markets as well as in nontraditional industries is even more limited. In this study, I attempt to partially fill the gap by comparing entrepreneurial orientations and venture performance between men and women entrepreneurs in electronics industry in Chinese transition economy. I offer insights gained from statistical analyses based on a survey as well as case study. Results reveal that while women are influenced by the same factors that affect decision making among men and exhibit some similarities, they differ from men in their willingness to take more risks and make bolder moves in pursuit of greater returns and future competitive advantage. In addition, women entrepreneurs outperform their male counterparts. I compare these findings with existing literature and offer suggestions for future research.

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Emigrant Entrepreneurs: Shanghai Industrialists in Hong Kong.

Cited by 24 publications

References 0 publications

Non-family-members in the family business management team: a multinational investigation

Non-family-members in the family business management team: a multinational investigation

Change and Continuity in Southeast Asian Ethnic Chinese Business

Breaking the “Bamboo Curtain” and the “Glass Ceiling”: The Experience of Women Entrepreneurs in High-Tech Industries in an Emerging Market

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