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Full-Text Articles in Business
Strategic Marketing Practice Considerations In Family Business In Nigeria, Omotayo Adegbuyi
Strategic Marketing Practice Considerations In Family Business In Nigeria, Omotayo Adegbuyi
New England Journal of Entrepreneurship
The purpose of this study is to fill a gap in the literature by examining a medium-sized firm. Most modern economies are characterized by a significant group of middle-sized firms, still owner-managed, but with multimillion naira turnovers. Many of these remain family companies and constitute an important reservoir of business initiative. One such family business is the focus of this research. The results of the study suggest that neither the existing typologies of small firm approaches to marketing nor the formal models of marketing attributed to big companies necessarily characterize the marketing planning and management of family business in Nigeria.
Mentoring And Perpetuating The Entrepreneurial Spirit Within Family Business By Telling Contingent Stories, Robert Smith
Mentoring And Perpetuating The Entrepreneurial Spirit Within Family Business By Telling Contingent Stories, Robert Smith
New England Journal of Entrepreneurship
Family businesses do not perpetuate themselves. Entrepreneurs must nurture and propagate the values that led to the creation of the very thing most precious to them—their business.This of course depends on stability. Nor do these cherished values propagate themselves. To be made meaningful for others, and for future generations, family experiences, values, and achievements must be communicated to others via language, narrative and storytelling, or other forms embedded in the narrative such as symbols. Often a variety of different socially constructed stories may be necessary contingent upon situation, purpose, or need.
The Influence Of Family Business Size On Management Activities, Styles And Characteristics, Matthew C. Sonfield, Robert N. Lussier
The Influence Of Family Business Size On Management Activities, Styles And Characteristics, Matthew C. Sonfield, Robert N. Lussier
New England Journal of Entrepreneurship
This is an empirical study of family firm size, as measured by the number of employees, and the relationship of a firm’s size to a variety of management activities, styles, and characteristics. A statistical analysis of data drawn from 159 American family businesses indicates significant differences by size with regard to the number of nonfamily members in top management, use of outside advisors, time spent engaged in strategic management, use of sophisticated methods of financial management, proportion of women family members involved in firm management, and level of conflict between family members. Implications are offered for family firm owner-managers, for …
Translighting Group, Inc., A Small Town, Family Business, Jeff Lowenthal
Translighting Group, Inc., A Small Town, Family Business, Jeff Lowenthal
New England Journal of Entrepreneurship
TransLighting Group, Inc. consists of two companies all centered around the transportation industry. The original company, TransLighting, was started in 1962 by Henry Phillips. Henry was an engineer with Ford Motor Company specializing in braking wiring systems. Over an eight-year period, he designed and patented several wiring and harness systems that are used in cars as of the 2006 model year. Back in the 1950s Henry had the opportunity to learn about and use LED technology. He even came up with a process using this technology to increase brake light visibility (i.e., the third or middle brake light on most …
The Black Box: Unraveling Family Business Succession, Noel D. Campbell, Kirk C. Heriot, Dianne H. Welsh
The Black Box: Unraveling Family Business Succession, Noel D. Campbell, Kirk C. Heriot, Dianne H. Welsh
New England Journal of Entrepreneurship
Using the family business succession, resource-based view of firms, familiness, and organizational clan literatures, this article develops a model based on the ability of the family business to use familiness, a specific bundle of attributes deriving from a family’s culture, as a competitive advantage for the family firm. In particular, this resource-based framework of family business shows how familiness can distinguish between family firms that succeed beyond the second generation and those that do not. Implications for future research are discussed.
Parting Is Such Sweet Sorrow: Dhr Patio Homes, Llc And Family Firm Management, Herbert Sherman, Daniel James Rowley
Parting Is Such Sweet Sorrow: Dhr Patio Homes, Llc And Family Firm Management, Herbert Sherman, Daniel James Rowley
New England Journal of Entrepreneurship
"I quit." Those two little words were dropped like an atomic bomb and seemed to explode across the dinner table at the Davis residence. The meal had not yet been served though everyone was at the table engaged in a lively discussion, which of course included their business, DHR Patio Homes, LLC. Immediately, a hush descended upon the Davis family and their guest, close friend, and business associate, Stephen Hodgetts, as an imaginary mushroom cloud filled the room. No one could move or say a word although numerous glances of varying nature were being exchanged in rapid succession. The somberness …
Collective Entrepreneurship In Family Firms: The Influence Of Leader Attitudes And Behaviors, Jun Yan, Ritch L. Sorenson
Collective Entrepreneurship In Family Firms: The Influence Of Leader Attitudes And Behaviors, Jun Yan, Ritch L. Sorenson
New England Journal of Entrepreneurship
Collective entrepreneurship is the synergism that emerges from a collective and that propels it beyond the current state by seizing opportunities without regard to resources under its control (Stevenson and Jarrillo 1990). This study provides a conceptual model of collective entrepreneurship and its relationship with leadership and team dynamics in the context of a small family business. It proposes two types of prerequisites for collective entrepreneurship: attitudinal and behavioral. The attitudinal prerequisite is family business members’ commitment to the family business. The behavioral prerequisite includes collaboration and task conflict among family business members. Further, the article argues that leadership behaviors …