1. Knowledge transfer for innovativeness in family businessesMarina Letonja, Mojca Duh, Zdenka Ženko, 2021, original scientific article Abstract: Family businesses (FB) are important in the most of national economies. We explored whether successors innovativeness is positively associated with the transfer of the founder innovativenes sthrough knowledge transfer and creation processes in a form of the internal transfer of founders tacitand experiential knowledge and skills and with the external transfer of knowledge, when potential successors attend educational programs, external training, or gain working experience in other companies. Our research reveals that when the actual forms of internal knowledge transfer a rediscussed, the positive correlations exist between innovativeness of successors and their early inclusion into FB, apprenticeship, inclusion of successors into meetings with business partners and strategic planning before they get involved in FB. Our survey partially confirmed that regarding external transfer of knowledge, working experiences of successors in other companies and participation in academic courses are positively associated with their innovativeness.
Keywords: family business, innovation, knowledge transfer, succession
Published in DKUM: 24.09.2024; Views: 0; Downloads: 4
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2. Family businesses’ succession in posttransition countries : what can be learned from the action research?Mojca Duh, Andreja Primec, 2022, original scientific article Abstract: Succession is a very complex process and a critical phase in the life cycle of a family business. Finding a successor in ownership and management is one of the most demanding succession challenges, especially since younger generations have little interest or intention in joining their parents’ businesses. The action research was conducted to expand our understanding of owners’ attitudes and behaviors toward succession and the factors influencing successors’ intention and decision to enter the family business. The research also addresses the applicability of informal and formal family governance mechanisms in family business succession in post-transition countries. The research findings show the importance of the family dimension and emotional aspects of succession in post-transition countries. The theoretical hypotheses developed to form the basis for future confirmatory research and have implications for the key stakeholders and support infrastructure institutions involved in family business succession in post-transition countries.
Keywords: family business, succession, affective commitment, family governance mechanism, post-transition country, action research
Published in DKUM: 16.07.2024; Views: 147; Downloads: 16
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3. The analysis of barriers in succession processes of family business with the use of grey incidence analysis (Polish Perspective)Ewa Więcek-Janka, Rafał Mierzwiak, Joanna Kijewska, 2016, original scientific article Abstract: The article presents results of research on the identification and evaluation of barriers faced by successors in family businesses during the first process of succession. The analysis of empirical material used grey systems theory, which was considered as an equivalent for the analysis of small samples and qualitative research. While conducting the literature review and empirical study, the authors concentrated on (a) the identification of barriers in the development of family firms and (b) eliciting the perspective of the new generation of owners in family firms entering the succession process through an empirical analysis of the assessed level of risk in relationships with family and business.
Keywords: family business, company performance, business efficiency, leadership, ownership, family, risk, research, grey incidence analysis, grey system theory
Published in DKUM: 14.11.2017; Views: 1483; Downloads: 427
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4. Comparison of human resource management in Slovenian family and non-family businessesIztok Kopriva, Mojca Bernik, 2009, original scientific article Abstract: The room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.
Keywords: human resource management, employees, family business, nonfamily business
Published in DKUM: 10.07.2015; Views: 1845; Downloads: 447
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5. Are there important differences in success and in organizational culture between family companies in production and service sector in Slovenia?Maja Zajec, Matjaž Roblek, 2011, original scientific article Abstract: In this article we will introduce the development of those organizational culture elements, which influence importantly on company successfulness in family companies. The research was performed in 24 Slovenian companies with 524 responded survey questionnaires from field of services, consultancy and computer equipment, trade counter, production, road freight traffic and civil engineering.
With this analysis we found out the answer to the question in family loyalty to the company, management style, loyalty and mutual trust system, strategic emphasis, criteria for successful business operations, stimulation (rewarding), process of continuous improvement, business ethics of the company, organization, values of the employees, and satisfaction of the employees in those companies. The collected data are important from the aspect of the organizational culture influence on the future growth or eventually their stagnation.
Keywords: organizational culture, family business, success
Published in DKUM: 10.07.2015; Views: 1378; Downloads: 353
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