Performance différenciée et résistance des entreprises familiales face aux crises : cas des entreprises cotées en Tunisie

Hammouda, Amira

doi:10.3917/g2000.355.0123

Cited by 3 publications

(8 citation statements)

References 89 publications

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“…We include in our empirical models control variables that explain the differences in performance between firms such as firm size, the possibility of firm debt during this crisis and the sector of activity. These variables have been widely used in the literature (Hammouda, 2018; Djoutsa Wamba et al ., 2018). Firm size is measured by the number of employees (Hashmi et al ., 2020).…”

Section: Methodological Aspectsmentioning

confidence: 99%

“…As Hammouda (2018) points out, in a country characterized by weak protection of minority shareholders, as is often the case in developing countries, it is preferable for ownership to be concentrated in order to better organize the management of the firm and mitigate agency problems (San Martin-Reyna and Duran-Encalada, 2012). Particularly in Africa, Hammouda (2018) found that family ownership concentration positively influenced the economic and stock market performance of Tunisian firms during the 2011–2014 crisis. The main limitation of these studies is that none considered family ownership as a regulatory mechanism of the relationship between the impact of the COVID-19 health crisis and the financial and social performance of the firm.…”

Section: Review Of the Literature And Development Of Hypothesesmentioning

confidence: 99%

“…Others, in contrast, found a negative effect of family ownership concentration on this performance (Cesaroni et al ., 2021; Tanjung, 2019). As Hammouda (2018) points out, in a country characterized by weak protection of minority shareholders, as is often the case in developing countries, it is preferable for ownership to be concentrated in order to better organize the management of the firm and mitigate agency problems (San Martin-Reyna and Duran-Encalada, 2012). Particularly in Africa, Hammouda (2018) found that family ownership concentration positively influenced the economic and stock market performance of Tunisian firms during the 2011–2014 crisis.…”

Section: Review Of the Literature And Development Of Hypothesesmentioning

confidence: 99%

“…Family businesses account for around 90% of businesses worldwide and play an important role in the economic fabric of both developed and developing countries. Most are small and medium-sized enterprises (SMEs) (Hammouda, 2018). They contribute substantially to job creation, wealth creation and, consequently, to stability and social cohesion in society.…”

Section: Introductionmentioning

confidence: 99%

“…Understanding the reasons for their performance is, therefore, a challenge for researchers and practitioners (Jaskiewicz and Dyer, 2017). While it is widely observed in the literature (Hammouda, 2018; Amran and Ahmad, 2010) that family businesses perform better than non-family businesses in financial terms, contradictory opinions persist (Jara et al ., 2021) (see Figure 1).…”

Section: Introductionmentioning

confidence: 99%

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COVID-19 health crisis and family business performance: the moderating effect of family leadership

Sahut

Wamba

Hikkerova

2023

JOCM

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PurposeIn the context of the coronavirus disease 2019 (COVID-19) crisis, this article aims to analyze the resilience of family businesses in a developing country like Cameroon. As such, this study seeks to fill two gaps in the literature: first, by comparing the financial and social performance of family companies with those of non-family companies not listed on the stock exchange, and second, by comparing performance across family-run companies, according to the companies' mode of leadership in Cameroon, a developing country affected by COVID-19 like the rest of the world.Design/methodology/approachBased on the literature review, the authors developed empirical models to identify the variables which influence the financial and social dimensions of business performance. These models were tested with multilinear regressions, using data collected from questionnaires distributed to 466 firms, of which 212 were family firms and 254 non-family firms. The authors completed our analyses with mean comparison tests to demonstrate whether our results are significantly different between family and non-family firms.FindingsThe authors' multiple regressions and tests produced two main results – the financial and social performance of all Cameroonian firms declined sharply during the crisis, and with the firms' financial performance hit hardest, family firms have been more resilient to the crisis in terms of financial and social performance than non-family firms. The weak governance and social protection system, as well as an inefficient legal system, do not seem to negatively affect the performance of these Cameroonian firms – the effects of the COVID-19 pandemic on the performance of family firms were better managed in firms where family members are actively involved in management or control through family members' strong representation on the board of directors (BD).Research limitations/implicationsThe two main limitations of this study concern the governance of these companies included and the failure to take the characteristics of the manager into account. Investigating other governance variables, such as the composition of the BD or the participation of employees in the capital, would enable us to refine the authors' interpretations of the companies' financial and social performance. Another limitation is the fact that the characteristics of the manager were not considered, especially when the manager is a family member. Exploring this variable would make studying the generational aspect of family businesses possible.Practical implicationsFamily companies are more resilient to crisis because of the companies' long-term focus, which also encourages the companies to maintain the companies' social policy and to avoid redundancies as far as possible. Weak systems of governance and social protection, as well as an ineffective legal system, do not negatively affect the performance of Cameroonian family companies. The results also suggest that family shareholders should become more involved in the management and control of family's firms to make the firms financially and socially resilient and in so doing drastically reduce the impact of crises.Social implicationsThis study shows, in particular, how family firms are more socially resilient than other firms in times of crisis (by resorting less often to redundancies). Family firms should, therefore, arguably benefit the most from public support during crises.Originality/valueThe authors' research makes two main contributions to the literature on family businesses. The results first of all show that Cameroonian family firms have thus far performed better financially and socially during the COVID-19 period than non-family firms. Second, this research focuses on differences in performance based on family business management types during this specific crisis period. The results suggest that the most resilient family firms, in terms of performance, are those in which the family is involved in the management or control of the BD.

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Section: Methodological Aspectsmentioning

confidence: 99%

Section: Review Of the Literature And Development Of Hypothesesmentioning

confidence: 99%

Section: Review Of the Literature And Development Of Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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COVID-19 health crisis and family business performance: the moderating effect of family leadership

Sahut

Wamba

Hikkerova

2023

JOCM

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Dynamics of Conflicts in Family Firms: Towards a Non-Linear Approach to the Succession Process

Yezza

Chabaud²,

Calabrò

2021

J. Enterprising Culture

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The succession process can be a traumatic event in the life cycle of a family firm and is usually characterised by an increased interest towards the firm of the successor accompanied by a progressive disengagement of the predecessor. Drawing on five longitudinal case studies of Tunisian family firms examined from 2016 to 2019, we investigated the sequential and dynamic nature of this process, focusing on the conflicts among family members involved in the process. The main findings suggest that professional and family-related conflicts can lead to excessive tensions between the involved parties, which can result in failure of the succession process. Moreover, specific contingency factors, such as tragic events, can positively or negatively trigger deviation from the succession process path.

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Dynamique des conflits, contexte et structures familiales dans la succession : une étude exploratoire sur des PME tunisiennes

YEZZA,

CHABAUD,

BARRÉDY

2023

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Cette recherche vise à comprendre la dynamique des conflits dans un processus de succession familiale, en introduisant dans l’analyse le rôle joué par les structures familiales et leur contexte. Une étude qualitative longitudinale sur quatre ans est réalisée auprès de cinq entreprises familiales tunisiennes. Les résultats montrent en premier le rôle déterminant de la structure familiale, en particulier la place paradoxale du père tantôt source d’autorité et de stabilité, tantôt au coeur du conflit avec les successeurs vu son incapacité à lâcher prise. Le contexte socioculturel et la religion jouent également un rôle important dans la dynamique des conflits.

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Performance différenciée et résistance des entreprises familiales face aux crises : cas des entreprises cotées en Tunisie

Cited by 3 publications

References 89 publications

COVID-19 health crisis and family business performance: the moderating effect of family leadership

COVID-19 health crisis and family business performance: the moderating effect of family leadership

Dynamics of Conflicts in Family Firms: Towards a Non-Linear Approach to the Succession Process

Dynamique des conflits, contexte et structures familiales dans la succession : une étude exploratoire sur des PME tunisiennes

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