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There are many family business in Indonesia that cannot survive after the third generation. One of the factors affecting the inability to survive after the third generation can be attributed to process of succession. Ther are several stages involved in the arrangement of a successor. The successor induction, followed by the phasing out of the predecessors' role, until the successor is ready to take a full leadership are factors which play an important role and they are also part of other important elements of ownership behavior. Ownership behavior is a factor to balance the privileges of ownership, such as wealth, power, joy, source of motivation, related to the task and ownership risks, including proper concern for the corporate wellbeing and accountability for corporate success. This study explores the factors regarding ownership behavior, which is professionalism, active governance, owner as a resource and basic duty. The sample of this research is 49 respondents of family business owners. The research uses factor analysis to prove that all indicators developed professionalism, active governance, owners as resources and basic duties, which at the end, proves that professionalism, active governance, owners as the resources and basic duties significantly develop the ownership behavior family business factor in Indonesia producing four new factors, namely professional governance, main duties, owner responsibility and professional activities. ; peer-reviewed

Intro -- Geleitwort -- Danksagung -- Inhalt -- Abbildungs- und Tabellenverzeichnis -- Teil A Theorie -- 1 Einleitung -- 1.1 Problemstellung und Abgrenzung des Themas -- 1.2 Vorgehensweise und Aufbau der Arbeit -- 2 Terminologische Grundlegung -- 2.1 Zum Begriff "Andragogik" -- 2.1.1 Grundlagen der Disziplin -- 2.1.2 Definition des Begriffs "Erwachsenenbildung" -- 2.2 Zum Begriff "Familienunternehmen" -- 2.2.1 Unternehmen und Unternehmung -- 2.2.2 Familienkomponente in Familienunternehmen -- 2.2.3 Abgrenzung des Familienunternehmens zu Unternehmen ohne familiären Einfluss -- 2.2.4 Familienunternehmen als besondere Unternehmensform -- 2.3 Zum Begriff der Führungsnachfolge -- 2.3.1 Theoretische Grundlagen der "Nachfolge" -- 2.3.2 Begriffsdefinition und Abgrenzung -- 3 Besonderheiten von Familienunternehmen -- 3.1 Bedeutung der Familie -- 3.1.1 Stellenwert der am Familienunternehmen beteiligten Personen -- 3.1.2 Bindungen zwischen Familie und Unternehmen -- 3.2 Vorbildfunktion von Familienunternehmen -- 3.2.1 Soziale Verantwortung -- 3.2.2 Werteorientierung -- 3.3 Corporate Governance -- 3.3.1 Definition und Bedeutung -- 3.3.2 Corporate-Governance-Kodex für Familienunternehmen -- 4 Personale Bedeutung der Führungsnachfolge in Familienunternehmen -- 4.1 Grundlagen der Führungsnachfolge -- 4.1.1 Perspektivische Darstellung der Führungsnachfolge -- 4.1.2 Bedeutung der Nachfolge -- 4.2 Prozess der Führungsnachfolge -- 4.2.1 Initialzündung -- 4.2.2 Analysephase und Zielfindung -- 4.2.3 Konzeptionsphase -- 4.2.4 Umsetzungsphase -- 4.2.5 Unternehmerischer Neuanfang -- 4.3 Psychologische Aspekte der Führungsnachfolge -- 4.3.1 Klima und Kommunikation -- 4.3.2 Lebensplanung und Befindlichkeit -- 4.3.3 Empfinden des Nachfolgeprozesses -- 4.3.4 Akzeptanz der aktuellen und zukünftigen Situation.

AbstractThe impact of a firm's origins on its strategic decision‐making has attracted scholarly attention in recent years. Focusing on firms' origins, this paper explores the relationship between the privatization of state‐owned enterprises (SOEs) and family business internationalization. Based on data from listed family businesses in China from 2003 to 2022, we find that compared to entrepreneurial family businesses, restructured family businesses have a lower internationalization degree. Moreover, high trade policy uncertainty strengthens the negative relationship between the privatization of SOEs and family business internationalization, while high family involvement plays a weakening role. Several robustness tests later, the findings remain valid. This study introduces the firm's origin as a vital determinant, which may contribute to the prior studies on family business internationalization. Besides, this paper complements research on the economic consequences of the privatization of SOEs in China. Finally, this paper may help Chinese family businesses actively participate in the international cycle to achieve competitive advantage and high‐quality development.

In this 2002 textbook, Andrea Colli gives a historical and comparative perspective on family business, examining through time the different relationships within family businesses and among family enterprises, inside different political and institutional contexts. He compares the performance of family businesses with that of other economic organizations, and looks at how these enterprises have contributed to the evolution of contemporary industrial capitalism. Central to his discussion are the reasons for both the decline and persistence of family business, how it evolved historically, the different forms it has taken over time, and how it has contributed to the growth of single economies. The book summarises previous research into family business, and situates many aspects of family business - such as their strategies, contribution, failure and decline - in an economic, social, political and institutional context. It will be of key interest to students of economic history and business studies

Intro -- Contents -- List of Figures -- List of Tables -- 1 Introduction -- 1.1 Family and Family Business in China -- 1.2 Challenges and Opportunities in Chinese Family Business -- 1.3 What This Book Is About -- References -- 2 Family Business in China: Present Status -- 2.1 Defining Family Business in China -- Family Business Definition: Alternative Standards -- Defining Family Business in China -- 2.2 Prevalence of Family Business in China -- 2.3 Employment in Chinese Family Business -- 2.4 Economic Scale in Family Businesses -- 2.5 Individual Characteristics of Chinese Family Entrepreneurs -- 2.6 Differences Between Family and Non-Family Businesses -- References -- 3 Entrepreneurship and Family Business in China's Modernization -- 3.1 Why Family Business When Starting a Business? -- 3.2 Business Types in China -- 3.3 The Rise of Self-Employed Entrepreneurs -- 3.4 Economy of Arbitrage -- 3.5 Innovation and Entrepreneurship in the Modern Age -- 3.6 Crossroad: Economy of Scale and Economy of Focus -- Chinese Entrepreneurs and Economy of Scale -- "Invisible Champions" of Germany and Economy of Focus -- David and the Giant in China -- 3.7 Tianlong Cylinder: A Story of Family Succession and Trans-Generational Entrepreneurship -- Gas Cylinder Industry in the 1990s -- Parent's Legacy -- Rookie in the Business -- Parent-Child Tension in Business -- Trans-Generational Entrepreneurship -- References -- 4 Succession Challenges -- 4.1 Current Succession Challenges in Chinese Family Business: An Overview -- 4.2 Mismatching Between Two Generations? -- Founding Generation's View -- Late-Generation's View -- 4.3 De-Familization? -- Challenges of De-Familization in China -- Reasons Behind the Challenges -- Intertwining Between Three Types of Successions -- De-familization Cures some But Not All -- Lack of Capable and Loyal Professional Managers.

"Family Business Management provides an accessible overview of the core aspects of family business, with an international, practice-based perspective. Structured in four parts, the book covers key topics such as family firm goals, conflict management, human resources, strategy, financial management, family and business governance, and succession planning. A wide variety of cases and examples are used throughout the book to highlight cultural and institutional differences between family businesses in contrasting contexts. Each chapter offers a detailed case study and boxed examples, illustrating real-life family business situations and stimulating students' critical thinking and decision-making. Readers are further supported by learning objectives, discussion questions and further reading suggestions. Digital supplements for instructors include lecture slides, a test bank, additional case studies and exercises, plus animated topic videos and video interviews with academics and family business practitioners. This textbook is the ideal companion for undergraduate and postgraduate family business courses and will also be valuable reading for people working in family businesses"--

The purpose of the article is to define family enterprise and its possibilities and capabilities in drawing funds from subsidies. A family enterprise as an economic phenomenon is the subject of the research. The scientific goal is to evaluate the current state of knowledge of the given issue in the Czech Republic and to propose a functional ecosystem of family enterprise support. The article is written on the basis of general theoretical scientific methods, especially the method of comparison of secondary data obtained from publicly published research, data obtained from the database of economic entities, creation of time series, their analysis, synthesis, comparison, analogy, deduction and generalisation and method of expert estimation. The study contributes to the recognition that family enterprises with the most prominent representation of limited liability companies and joint stock companies legal forms are able to draw subsidies in a larger volume than the owners of other legal forms of family enterprises. ; peer-reviewed

"This innovated textbook covers the most important challenges facing family businesses. Practice-inspired and research-based, it emphasizes both practice and theory along with concepts, cases and reflection questions to illustrate key topics. This text discusses the relevance of family firms across the globe, their unique strengths and weaknesses, their governance, strategic management, the succession process, drivers of long-term success and interpersonal dynamics. Taking a holistic and international perspective, the book combines management concepts, research findings, practical examples and case studies to provide a unique source of insight and inspiration for students and practitioners in the most prominent type of business organization in the world" -- Back cover

"Family Business and Management: Objectives, Theory, and Practice characterizes the specificity of the functioning of family businesses through the prism of their objectives. It contains both theoretical considerations about the essence of family entrepreneurship and the objectives set by family businesses, as well as the results of a survey conducted among family business managers. The study concerned the objectives of family businesses and made it possible to confront the planned objectives with those actually implemented by these entities. Thanks to this approach, it is possible to assess the effectiveness of management, taking into account both business and non-business (family) aspirations. The classification models created in the course of the analyzes additionally help to organize the population of family businesses and better understand its diversity. The book also shows the impact of succession plans on setting objectives, as well as the importance of the management styles used in the implementation of objectives set by family businesses. This book will be valuable to students at an advanced level, academics and practitioners. It addresses the topics with regard to management and organizational studies and will be of interest to organizational scholars, consultants and leaders interested in establishing and realizing goals in family business"--

The family business has historically been seen as a haven for both family and business problems, the net result being that few families persist into the second generation and fewer still into the third and subsequent generations. Recent research has taken issue with this all-encompassing pronouncement and has suggested that those family businesses that persist into future generations have positive qualities that have been overlooked.

Hiring and working with non-family managers can present challenges to the family business. However, it is essential to create an environment in which non-family managers can suceed for the good of the business and the good of the family. This book explores the processes of hiring, managing, and retaining talented outside executives.