Family governance and family firm outcomes

Memili, Esra; Singal, Manisha; Barrédy, Céline

doi:10.1108/jfbm-05-2016-0010

Cited by 14 publications

(18 citation statements)

References 11 publications

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“…Valenti, Mayfield and Luce (2010, p. 66) note that SMEs are generally owned and managed by small, closely-knit groups of individuals who are often family members. Within the SME sector, family businesses are the dominant form of business organisations, as well as the key drivers of economies around the world (Tagiuri & Davis, 1996;Bertrand & Schoar, 2006;Memili, Singal, & Barrédy, 2016). A family business is one that is owned by members of the same family who shape and/or pursue the formal or implicit vision of the business, which includes the intention of family members to hand the business over to the next generation; or else, the business has already been handed over to a family member to manage and/or control (Venter, 2003, p. 17).…”

Section: Family Businessmentioning

confidence: 99%

The Impact of Family Governance on the Sustainability and Continuity of Family Businesses in Botswana

Tadu¹,

Chiguvi²

2019

IJMS

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Academic discussion on corporate governance and its related issues are clearly visible in any country with active capital markets. This suggests that good governance is a crucial factor for ensuring economic development. Of concern is the lack of continuity after the first generation of ownership and control. However, few studies can be found relating to smaller family businesses. With the aim of contributing to this knowledge gap, this study aimed at identifying the impact of family governance on the sustainability and continuity of family businesses in Botswana. A sample of 144 family-owned businesses based in Gaborone and Francistown participated in the study. Pearson r correlation was used to measure the relationship between the variables of the study. The results showed that there is a weak positive relationship between family governance and the sustainability and continuity of family businesses in Botswana. It was recommended that mechanisms must be put in place in order to enlighten the benefits of having Board of Directors and to implement effective governance structures and systems to sustain the businesses in the market beyond generations.

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Section: Family Businessmentioning

confidence: 99%

The Impact of Family Governance on the Sustainability and Continuity of Family Businesses in Botswana

Tadu¹,

Chiguvi²

2019

IJMS

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“…Family businesses registered as limited entities have to assure compliance with codes of corporate governance and corporate citizenship or social responsibility (Aronoff & Ward, 2016; Campopiano & De Massis, 2015; Martin‐Reyna & Duran‐Encalada, 2012; Memili et al., 2016; Mustakallio et al., 2002; Pindado & Requejo, 2015; Seaman, 2017; Siebels & zu Knyphausen‐Aufseß, 2012; Suess, 2014), which also assist them in handling and resolving conflicts inside family‐owned businesses (Alderson, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Leadership mindset and the fall of once giant family‐run textile exporting businesses

2021

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Pakistan's textile sector has played an utmost salient role for thriving country's economy and has attracted greater investments by local and foreign investors. The purpose of this paper is to ascertain three once giant textile exporters, run by family-owned companies, which were chosen by global brands for outsourcing, but then they became extinct. Based on a qualitative inquiry, and departing from phenomenology and grounded theory, it uses the result of nine interviews to former companies' leaders, applying a multiplecase designed method in the context of family business governance to ascertain the role and importance of leadership and strategy issues for their decline. The front burner issues included leader or 'Seth's' (the indigenous term for owners of big businesses in South Asia, particularly India, Pakistan, and Bangladesh) management styles and policies (with dearth of professional and operational hierarchy, the hiring of 'Yes Men' and 'Yes Boss' type executives), firm's culture and politics, human resource policies (i.e. working environment and employees' motivation), management of financial portfolios, and other operational strategies like technology, operations and marketing, which eventually led to disastrous failures to filing bankruptcies by these three firms.

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“…Kumar and Zattoni (2016) analyzed the attention that captures in the academic community the issue of family businesses, which is not surprising considering that (Zattoni and Judge, 2012) control of ownership by the families not only apply to SMES, but also to large companies traded on the stock exchange. In a Special Issue on family governance Memili et al (2016) emphasized that family businesses are a key component in global economies, but due to lack of knowledge about them in terms of corporate governance is still needed more research in this line, because the multiple configurations that can be implemented generate different types of impact on their behavior, results and strategies. Memili et al (2016) especially highlighted the possibility of obtaining different results in the studies, when applied in different countries and cultures.…”

Section: Literature Review and Research Hypothesismentioning

confidence: 99%

“…In a Special Issue on family governance Memili et al (2016) emphasized that family businesses are a key component in global economies, but due to lack of knowledge about them in terms of corporate governance is still needed more research in this line, because the multiple configurations that can be implemented generate different types of impact on their behavior, results and strategies. Memili et al (2016) especially highlighted the possibility of obtaining different results in the studies, when applied in different countries and cultures. This has been evident in the existing literature where have been found positive and negative effects of family ownership on the strategies and performance of this type of companies (Kumar and Zattoni, 2016).…”

Section: Literature Review and Research Hypothesismentioning

confidence: 99%

Ownership Governance Practices and Their Influence on Family Businesses Financial Performance

Ramírez

Cortés

Gómez-Betancourt³

2020

IJEFI

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Ownership is usually a system assumed implicit in the dynamics of management of enterprises, but it actually deserves more attention than a periodic control in the yearly general shareholder's assembly. Empowerment of owners is required given the magnitude of decisions they make in terms of capital and business purpose, and not just delegate it to the Board or the CEO. Despite the relevance of the topic, there is a gap in the literature of corporate governance in family business from the ownership dimension. This longitudinal study uses a quantitative approach with an explanatory scope that pretends to answer the question: Do shareholders corporate governance practices and family control influence financial performance on businesses? 104 public companies were analyzed and 36.5% of them were identified as family businesses, using data from National Registry of Values and Issuers, which also responded the country Code survey of Colombia in the period 2008-2014. Data was processed with student's t test and Random Effects analysis that is a panel data technique. Results shown that family and non-family businesses have significant differences in ownership governance practices, but no significant relationship were identified between corporate governance practices of shareholders or family control with financial performance.

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Family governance and family firm outcomes

Cited by 14 publications

References 11 publications

The Impact of Family Governance on the Sustainability and Continuity of Family Businesses in Botswana

The Impact of Family Governance on the Sustainability and Continuity of Family Businesses in Botswana

Leadership mindset and the fall of once giant family‐run textile exporting businesses

Ownership Governance Practices and Their Influence on Family Businesses Financial Performance

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