Suchergebnisse

Intro -- Title Page -- Author's Note -- Introduction -- Chapter 1: Family Owned Business Defined -- Chapter 2 -- Family Owned Businesses - Facts and Characteristics -- 2.1. Family Owned Businesses Worldwide -- 2.2. Family Owned Businesses in the Middle East -- 2.3. Features of FOBs in the Middle East -- 2.4. Family Owned Businesses in GCC -- 2.5. Stages of FOB - Ownership and Common Issues -- Chapter 3 -- Challenges and Opportunities for FOBs -- 3.1. Challenges & -- opportunities for FOBs in GCC -- 3.2. SWOT ANALYSIS -- 3.3. Opportunities and Challenges for FOBs -- 3.4. Important Issues for Improving the CG policies for FOBs -- 3.5. Specific Suggestions for Enhancing CG Practices within FOBs -- 3.6. Family Businesses vis-à-vis Non Family Businesses -- 3.7. Family Governance Structure -- Chapter 4 -- Corporate Governance for FOBs -- 4.1. Benefits to FOBs -- 4.2. Benefits of CG to the Country -- 4.3. Importance of a CG code -- 4.4. Corporate Governance Code -- 4.5. Shareholders -- 4.6. Control aspects -- 4.7. External Audit -- 4.8. Disclosure and Transparency -- 4.9. Code of Conduct -- 4.10. Internal Audit -- 4.11. Enterprise Risk Management ("ERM") -- 4.12. Policies supporting CG Practices -- 4.13. Family Advisory Board -- Chapter 5 -- Family Constitution -- 5.1. Why Family Constitution -- 5.2. How A Constitution Is Prepared -- 5.3. Definition and Purpose -- 5.4. Constitution Contents -- Chapter 6 -- Going Public Option - Is it a solution or a problem? -- 6.1. Introduction -- 6.2. Prerequisites for going public -- 6.3. Advantages -- 6.4. Disadvantages -- 6.5. Steps to be taken to prepare for going public -- 6.6. Going Public Plan -- 6.7. Examples of MENA "FOBs" that have gone public -- Chapter 7 -- Corporate Social Responsibility -- 8.1. Clarity of Purpose -- 8.2. Formation -- 8.3. Target stakeholders -- 8.4. Interest Groups' Role.

This engaging book fills a substantial gap in the understanding of Caribbean enterprises, focusing upon FOBs (family-owned businesses) about which, despite accounting for 70% of private sector employment in the region, very little is known. Concentrating on MSMEs which represent the majority of FOBs in the English-speaking Caribbean, the authors compare and contrast their experiences to those in developed countries, focusing in particular on areas such as family business succession, business financing and marketing. Understanding the Caribbean Enterprise provides context-specific lessons from a historical perspective of business and entrepreneurship, which in turn provide an understanding of the current issues facing MSMEs and FOBs in the English-speaking Caribbean.

A thorough explanation of how family enterprises work The family enterprise, whether an operating business, a family office, or both, is the backbone of the US and international economies. These enterprises cut across industries and geographies and can be first-generation entrepreneurial companies or multi-generational businesses with family offices. This book offers a foundation in and understanding of how family enterprises work, including working definitions and the key characteristics of family enterprises, as well as useful concepts for working with and in family enterprises, eit

This insightful collection conveniently presents the most influential and frequently cited family business research articles. 'Must quote' papers on a broad range of topics, as well as a variety of methods are included and serve as a model for forthcoming work and a foundation for future theory. Complemented by the authors' comprehensive introduction, this volume is an essential reference tool for seasoned researchers, new students and those who work with family businesses

Intro -- Foreword -- Contents -- Abbreviations and Acronyms -- List of Figures -- List of Tables -- 1 Introduction -- 2 Theoretical Background -- 2.1 The Evolution of the Family Business Academic Field -- 2.2 The Definition of Family Firm -- 2.3 The Relevance of Family Businesses -- 3 Family Influence and Performance -- 3.1 Family Influence: F-PEC Dimensions -- 3.1.1 The Influence of the Family Through the Power Dimension -- 3.1.2 The Influence of the Family Through the Experience Dimension -- 3.1.3 The Influence of the Family Through the Culture Dimension -- 3.2 Family Firm Performance -- 3.2.1 The Relationship Between Ownership and Family Management: The Perspectives of Agency Theory and Stewardship Theory -- 3.2.1.1 The Agency Theory -- 3.2.1.2 The Stewardship Theory -- 3.2.2 Different Family Business Performance Dimensions -- 4 Research Hypotheses -- 4.1 Research Hypotheses Development -- 4.2 Theoretical Framework -- 5 Research Methodology -- 5.1 Sample -- 5.2 Data Collection -- 5.3 Variables -- 5.3.1 Dependent Variables: Economic and Noneconomic Performance -- 5.3.2 Independent Variables: Family Influence -- 5.3.2.1 Power Subscale -- 5.3.2.2 Experience Subscale -- 5.3.2.3 Culture Subscale -- 5.3.3 Mediating Variables: Stewardship Variables -- 5.3.4 Control Variables -- 5.4 Methods -- 6 Analyses and Discussion of Results -- 6.1 Characterization of the Sample -- 6.1.1 Location and Activity Sector -- 6.1.2 Firm Size -- 6.1.3 Ownership and Management Structure -- 6.1.4 Continuity and Leadership (Succession) -- 6.1.5 Profile of Respondents (Administrator/Manager) -- 6.2 Variable Measurement -- 6.2.1 Performance -- 6.2.2 Family Influence -- 6.2.3 Stewardship Behavior -- 6.3 Results of Multiple Linear Regression Models -- 6.3.1 Variables of the Regression Models -- 6.3.2 Validation of the Assumptions of Linear Regression Models.

Cover -- Contents -- List of Illustrations -- Foreword -- Preface -- Introduction -- Chapter 1: An Overview of the Family Business -- Chapter 2: Differences Between Family and Nonfamily Firms -- Chapter 3: Family Business Theories -- Chapter 4: Family Business Decision Making -- Chapter 5: Family Business Issues and Generational Differences -- Chapter 6: Succession -- Chapter 7: Governance, Advisors, and Boards -- Chapter 8: Success Tips for Family Business Owners, Employers, and Professionals -- Chapter 9: Trends in Family Business and Future Research -- Conclusion -- Appendix A: Selected Further Reading -- Appendix B: Family Business Resources -- Appendix C: Glossary -- Appendix D: Family Business Checklist -- Notes -- References -- Index -- Adpage -- Backcover

Purpose: We assess the relationship between a potential change in the ownership structure and the change in the scope of control over managing a family business. Design/Methodology/Approach: Analyzing the data characterizing the 500 largest family businesses, correlations between variables were calculated to observe relationships that primarily affect the size of family shares in the company and family impact on management. Findings: The reduction of family shares is also associated with the loss of participation in the company's management board due to increased management board members. This may also result in the CEO changing to a non-family member, which further weakens company management control. Practical Implications: The analysis results show that as the family share in the family business decreases, it loses control over management. Thoughtfully planning and carrying out the succession process to maintain the family's ownership seems to be crucial. Originality/Value: The political transformation in the 1990s in CEE countries resulted in the creation of many private companies, most of which can be considered family businesses. After about 30 years of operation, many of them face transferring ownership and management to the next generation, which may determine their further development. In the case of family businesses, succession is often referred to as the main goal of this enterprise type. ; peer-reviewed