ENTREPRENEURIAL FAMILIES IN BUSINESS ACROSS GENERATIONS, CONTEXTS AND CULTURES

CALL FOR PAPERS – Journal of Family Business Management

SPECIAL ISSUE ON: “ENTREPRENEURIAL FAMILIES IN BUSINESS ACROSS GENERATIONS, CONTEXTS AND CULTURES”

Guest Editors:

Albert James, Rowe School of Business, Dalhousie University, Canada

Elias Hadjielias, University of Central Lancashire, Cyprus

Maribel Guerrero, Northumbria University, UK

Allan Discua Cruz, Lancaster University Management School, UK

Rodrigo Basco, American University of Sharjah, Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business, UAE

Families in business are an essential component of the socioeconomic landscape of towns, cities and regions around the world (Basco & Bartkeviciute, 2016; Guerrero et al., 2013; Howorth, Rose, Hamilton, & Westhead, 2010; Seaman, 2015). Entrepreneurial families in business can be broadly interpreted as a phenomenon where several members of a family create and develop one or more business enterprises over time (Hamilton, Discua Cruz, & Jack, 2017; Nordqvist & Melin, 2010). Our understanding of families in business to date is supported by the acknowledgement that entrepreneurship is inextricably linked to family (Aldrich & Cliff, 2003; Heck et al., 2006; Olson et al., 2003; Williams, Zorn, Russell Crook, & Combs, 2013). However, context and time have been scarcely integrated to frame the study of entrepreneurial families in business.

Time is a dimension that affects individual behavior and, consequently, those institutions, such as family and business, in which they are embedded. The objective interpretation of time, as a linear and regular pattern which is irreversible, could be used to explore and explain the start-up, development and exit of entrepreneurial economic activities of families (Drakopoulou Dodd, Anderson, & Jack, 2013) which may impact on management complexity, portfolios or spin offs and further entrepreneurial activities. Time is important because of its subjective intepretation, grounded on the meaning that cultures associate to it (Ancona, Okhuysen, & Perlow, 2001), which may alter the interpretation of the entrepreneurship phenomenon itself as well as the perception and subsequent entrepreneurial behaviour across cultures at the individual, group, and firm level. Scholars are called to understand the dynamics that motivate a family to keep a busines under family control over time (Tucker, 2011) often developing tailored managerial forms of control (Botero, Gomez Betancourt, Betancourt Ramirez, & Lopez Vergara, 2015), often challenging long standing ideologies within their firms (Johannisson & Huse, 2000). Similarly scholars are called to understant the effect of entrepreneurship on families and the desire to maintain control of their business (Jennings, Breitkreuz, & James, 2013).

Context is what is beyond the phenomenon itself, and the demarcation between them is composed of both a physical and cognitive aspects (Basco, 2015). While context has traditionally represented the formal and informal institutions that shape the phenomenon of entrepreneurial families in business (North, 1990; Scott, 1995), recent work suggests that there are multiple and overlapping embedded contexts (Basco, 2017), which may influence the practice of entrepreneurship in entrepreneurial families in business (Welter, 2011). Recently, in a study of a rural cooperative comprised of family businesses, Hadjielias & Poutziouris (2015) explored the dynamics bringing together families in business from diffferent business contexts. Their findings underscore that context is important for entrepreneurial families to engage in entrepreneurial activities collectively. Contexts such as industrial districts (Johannisson et al., 2007) and entrepreneurial environments (Guerrero et al., 2013), as well as endogenous, exogenous and temporal aspects (Wright, Chrisman, Chua, & Steier, 2014) merit close attention. Further studies around context and its physical/cognitive as well as formal/informal demarcations can help develop theories of entrepreneurial families in business and contextualise the phenomenon.

A focus on entrepreneurial families in business underscores a family perspective on entrepreneurship by considering three levels of analysis: individual, group and firm (Discua Cruz & Basco, 2017). Each level calls for interdisciplinary studies with different dimensions and relationships to be explored through time and within contexts. For example, at the individual level, the influence of family in entrepreneurship has been discussed by Aldrich and Cliff (2003) (2003), yet more work is needed to unpack how family dynamics influence the initial steps in an entrepreneurial process in particular contexts and time. Further works at the group level approach could help contextualize the interactions of family members as building blocks for creating collective rules, patterns, goals and expectations that influence a family group/team dynamics when creating or pursuing business opportunities (Discua Cruz, Hadjielias, & Howorth, 2017; Discua Cruz, Howorth, & Hamilton, 2013). Finally, at firm level, the interaction between family firm and corporate entrepreneurship needs more research in order to better understand the cross-family and cross-cultural differences that may affect corporate venturing, renewal strategies, and innovation.

In theorizing entrepreneurial families in business around time and context we attempt to advance our understanding around recent calls to explore further the link between family, context, time and entrepreneurship (Drakopoulou Dodd et al., 2013; Randerson, Bettinelli, Dosena, & Fayolle, 2015; Seaman, 2015; Welter, 2011). Thus, a special focus on generations, context, and culture for studying entrepreneurial families in business around the world is warranted. To advance understanding around entrepreneurial families in business this special issue aims to consider conceptual, qualitative and quantitative empirical studies from around the world. Theoretical and conceptual research contributions are also welcomed. As the study of entrepreneurial families in business is multidisciplinary, we encourage cross-disciplinary approaches to advance our understanding. Questions and themes that can be submitted and developed for this special issue include, yet are not limited to:

Entrepreneurial families in business

  • What are the entrepreneurial features of families in business?
  • How do entrepreneurial families in business influence a transgenerational entrepreneurship behavior?
  • What kind of family identities and goals do entrepreneurial families embrace?
  • How does the entrepreneurial behaviour of families in business influence firm performance?
  • How and why do entrepreneurial families in business engage in habitual entrepreneurship behaviour?
  • Why do certain entrepreneurial families in business prefer to cooperate with other families in business?

Time

  • How does family life cycles influence entrepreneurial families in business?
  • How business life and product life cycle affect entrepreneurial families in business?
  • How and why some families in business are more entrepreneurial than others?
  • What kind of cognitive processes do entrepreneurial families develop in order to discover and exploit opportuities?
  • How do families in business develop and sustain entrepreneurial opportunities across generations?
  • How does the perception of time by entrepreneurial families affect the dimensions of firm entrepreneurial behavior?
  • How do entrepreneurial families in business address succession processes in family business?
  • How do entrepreneurial families in business influence local, regional institutions over time?
  • How does family life-cycle affect a family’s entrepreneurial activity?

Context

  • Do features of entrepreneurial families in business vary across cultures? What kind of feature differences in terms of managerial philosophy, identities, and family goals can we find across cultures?
  • Is there any link between entrepreneurial institutions and entrepreneurial families?
  • To what extent do particular contextual dimensions (e.g formal/informal, physical/cognitive) affect entrepreneurial families?
  • What are the origins and evolution of entrepreneurial families in business families across contexts?
  • What do concepts of what family is (extent, membership, responsibilities, relationships, etc.) mean for family entrepreneurial activity?
  • How do cooperatives become contexts for the collective practice of entrepreneurship between families in business?

We invite submissions to a special issue of Journal of Family Business Management around the topic of “Entrepreneurial families in business across generations, contexts and cultures”. All papers will be subject to the usual review process and must meet the publication standards of the journal.

This special issue is a collaboration with Family Enterprise Research Conference (FERC), which will be hold in Mexico in June 2018: Family Traditions & Culture: Values and legacy in Entrepreneurial Families.

Additional Information

Authors should follow the guidelines as stated in the Information for Contributors of Manuscripts. Manuscripts should be submitted to https://mc.manuscriptcentral.com/jfbm no later than September 15, 2018. Authors should indicate “Special Issue” as the manuscript type and should specify that the submission is for the special issue on “ENTREPRENEURIAL FAMILIES IN BUSINESS ACROSS GENERATIONS AND CULTURES” in their cover letter. Please contact Albert James (Albert.James@Dal.Ca), Elias Hadjielias (ehadjielias@uclan.ac.uk), Maribel Guerrero (maribel.guerrero@northumbria.ac.uk), Allan Discua Cruz (a.discuacruz@lancaster.ac.uk), Rodrigo Basco (bascorodrigo@gmail.com) if you have any questions about the special issue.

 

REFERENCES

Aldrich, H. E., & Cliff, J. E. (2003). The pervasive effects of family on entrepreneurship: toward a family embeddedness perspective. Journal of Business Venturing, 18(5), 573–596.

Ancona, D. G., Okhuysen, G. A., & Perlow, L. A. (2001). Taking Time to Integrate Temporal Research. The Academy of Management Review, 26(4), 512–529.

Basco, R. (2015). Family business and regional development-A theoretical model of regional familiness. Journal of Family Business Strategy, 6(4), 259–271.

Basco, R. (2017). Epilogue: Multiple embeddedness contexts for entrepreneurship. In M. Ramírez-Pasillas, E. Brundin, & M. Markowska (Eds.), Contextualizing Entrepreneurship in developing and emerging economies (pp. 329–336). London: Edward Edgar.

Basco, R., & Bartkeviciute, I. (2016). Is there any room form family business into European Union 2020 Strategy? Family business and regional public policy. Local Economy, 31(6), 709–732.

Botero, I. C., Gomez Betancourt, G., Betancourt Ramirez, J. B., & Lopez Vergara, M. P. (2015). Family protocols as governance tools: Understanding why and how family protocols are important in family firms. Journal of Family Business Management, 5(2), 218–237.

Discua Cruz, A., & Basco, R. (2017). A family perspective on Entrepreneurship. In N. Turcan R & Fraser (Ed.), A Handbook of Multidisciplinary Perspectives on Entrepreneurship (p. forthcoming). Palgrave.

Discua Cruz, A., Hadjielias, E., & Howorth, C. (2017). Family entrepreneurial teams. In C. Ben-hafaiedh & T. Cooney (Eds.), Research Handbook on Entrepreneurial Teams: Theory and Practice (C. Ben-Haf). UK: Edward Edgar.

Discua Cruz, A., Howorth, C., & Hamilton, E. (2013). Intrafamily Entrepreneurship: The Formation and Membership of Family Entrepreneurial Teams. Entrepreneurship Theory and Practice, 37(1), 17–46.

Drakopoulou Dodd, S., Anderson, A., & Jack, S. (2013). Being in time and the family owned firm. Scandinavian Journal of Management, 29(1), 35–47.

Guerrero, M., Peña-Legazkue, I., Marshall, A., Gras, G., Mira, I., & Coduras, A. (2013). Entrepreneurial activity and regional development: an introduction to this special issue. Investigaciones Regionales, 26, 5–15.

Hadjielias, E., & Poutziouris, P. (2015). On the conditions for the cooperative relations between family businesses: the role of trust. International Journal of Entrepreneurial Behavior & Research, 21(6), 867–897.

Hamilton, E., Discua Cruz, A., & Jack, S. (2017). Re-framing the status of narrative in family business research: Towards an understanding of families in business. Journal of Family Business Strategy, 8(1), 3–12.

Heck, R., Danes, S., Fitzgerald, M. A., Haynes, G., Jasper, C., Schrank, H., … Winter, M. (2006). The family’s dynamic role within family business entrepreneurship. In P. Poutziouris, K. Smyrnios, & S. Klein (Eds.), Handbook of Research on Family Business (pp. 80–124). Cheltenham, UK: Edward Elgar.

Howorth, C., Rose, M., Hamilton, E., & Westhead, P. (2010). Family firm diversity and development: An introduction. International Small Business Journal, 28(5), 437–451.

Jennings, J. E., Breitkreuz, R. S., & James, A. E. (2013). When Family Members Are Also Business Owners: Is Entrepreneurship Good for Families? Family Relations, 62(3), 472–489.

Johannisson, B., Caffarena, L. C., Cruz, A. F. D., Epure, M., Pérez, E. H., Kapelko, M., … Bisignano, A. (2007). Interstanding the industrial district: contrasting conceptual images as a road to insight. Entrepreneurship & Regional Development, 19(6), 527–554.

Johannisson, B., & Huse, M. (2000). Recruiting outside board members in the small family business: an ideological challenge. Entrepreneurship & Regional Development, 12(4), 353–378.

Nordqvist, M., & Melin, L. (2010). Entrepreneurial families and family firms. Entrepreneurship and Regional Development, 22(3–4), 211–239.

North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge university press.

Olson, P. D., Zuiker, V. S., Danes, S. M., Stafford, K., Heck, R. K. Z., & Duncan, K. A. (2003). The impact of the family and the business on family business sustainability. Journal of Business Venturing, 18(5), 639–666.

Randerson, K., Bettinelli, C., Dosena, C., & Fayolle, A. (2015). Family Entrepreneurship: Rethinking the research agenda. NY: Routledge.

Scott, W. R. (1995). Institutions and organizations. Thousand Oaks, CA: SAGE.

Seaman, C. (2015). Creating space for the business family: Networks, social capital & family businesses in rural development. Journal of Family Business Management, 5(2), 182–191.

Tucker, J. (2011). Keeping the business in the family and the family in business: “What is the legacy?” Journal of Family Business Management, 1(1), 65–73.

Welter, F. (2011). Contextualizing Entrepreneurship-Conceptual Challenges and Ways Forward. Entrepreneurship Theory and Practice, 35(1), 165–184.

Williams, D. W., Zorn, M. L., Russell Crook, T., & Combs, J. G. (2013). Passing the Torch: Factors Influencing Transgenerational Intent in Family Firms. Family Relations, 62(3), 415–428.

Wright, M., Chrisman, J. J., Chua, J. H., & Steier, L. P. (2014). Family Enterprise and Context. Entrepreneurship Theory and Practice, 38(6), 1247–1260.

 

 

Call for Papers: Family Business & Regional Development

7th Latin America and European Meeting on Organizations Studies (LAEMOS 2018)

IAE Business School – Buenos Aires – Argentina (22nd to 24th March 2018)

 

Pedro Vázquez (FCE – Universidad Austral, Argentina) pvazquez@austral.edu.ar

Rodrigo Basco (Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business – American University of Sharjah) bascorodrigo@gmail.com

Héctor Rocha (IAE, Argentina) hrocha@iae.edu.ar

 

Family firms are the most common form of organization in the world (Bjuggren, et al., 2011; Faccio & Lang, 2002; Shanker & Astrachan, 1996) – both in developing and developed economies. Family firms are characterized by the family involvement in ownership, management and control affecting the way firms behave (Gomez-Mejia, et al., 2011) and compete (Basco, 2014). Family involvement in economic activities makes family firms being among the world’s oldest firms (The Economist, 2015), to focus more on resilience than performance (Kachaner, et al., 2012), to perform better than non-family firms (Mazzi, 2011) in some contexts, and to have a particular inclination for social issues (Van Gils, et al., 2014; Vazquez, 2016). However, on the other hand, there is a high mortality among family firms during the management succession process from one generation to another, there is a lack of professionalization (Bloom & Van Reenen, 2010) that pushes them to compete in sub-markets and, in some countries, family business tend to control country strategic resources (Morck & Yeung, 2004) increasing social and economic inequality (Fogel, 2006). Consequently, family involvement in economic activities has a paradoxical view as a resilient/rigid organization – Dr. Jekyll and Mr. Hyde effect (Basco, 2015) – with positive and negative effect for economic development(Basco & Bartkeviciute, 2016).

The field of family business has gained significant external legitimacy (Chrisman, et al., 2003; Pérez Rodríguez & Basco, 2011) since its inception by analyzing the family effect on the firm (firm-familiness effect), but a macro understanding of the family firm on regional economic and and social development has hardly being investigated (Stough, et al., 2015). To date, the regional familiness model (Basco, 2015) posits that family firms’ embeddedness in social, economic, and productive structures may affect the geographical dynamics (e.g., factors of production, regional processes, and dimensions of proximity) responsible for social and economic development. However, several questions remain open and unexplored.

The aim of this track is to address the call made by Stough, Welter, Block, Wennberg, and Basco (2015) to further investigate the role that family firms plays in regional development, entrepreneurship and clusters (Rocha 2015; 2004). Through studies about how, when, and under what circumstances the Dr. Jekyll and Mr. Hyde effect emerges, the special track will help expand our understanding of family business through the researchers’ findings about the applicability of extant theories and empirical evidence from developing and developed economies. In addition, this special track can help us develop newly grounded theories to achieve a better understanding of family business and regional development.

Questions and themes that can be submitted and developed for this special track include, yet are not limited to:

  • How do national and regional contexts in Latin America affect resilience of family firms?
  • How do family firms contribute to regional development, specifically in terms of regional employment and innovation?
  • What causal mechanisms underlie the role of family firms in regional development?
  • Do family firms care more than other firms about the region in which they are located?
  • Which characteristics of family firms (e.g., management, ownership, control) matter?
  • What is the role of the founder, and what is the role of succeeding family generations?
  • What is the role of family-owned businesses in the region in which they are located?
  • Which regional policies help family firms grow? Which regions attract family firms, and which do not?
  • Which regional conditions foster family firm development? Which barriers do family firms experience at the regional level?
  • How can family firms benefit from a strong regional entrepreneurial orientation?
  • How do family firms affect regional competitiveness?
  • How do family firms contribute to the development and formation of industrial clusters and regional milieus?
  • What ethical dilemmas arise for families in business in the context of adverse situations? How do family firms and business families deal with ethical issues?
  • How do some governance-related characteristics such as autocracy, entrenchment, nepotism, and resistance to change affect family business resilience?

LAEMOS is the premier conference on Latin American and European Organization Studies. Its purpose is to strengthen the Latin America-Europe scholarly link by encouraging interdisciplinary studies of organizations in Latin American and European societies. LAEMOS Conference “Organizing for Resilience: Scholarship in Unsettled Times” will take place from 22nd to 24th March 2018 at IAE Business School, Buenos Aires, Argentina.

Authors will be able to submit their abstracts (1.000 words) through the website www.laemos.com until September 30, 2017 (SUB-02: Family Business and Regional Development). Notifications of acceptance will be provided by early December 2017. Please do not hesitate to contact Pedro Vázquez (pvazquez@austral.edu.ar) and the organizing committee (localaemos2018@gmail.com) should you need any clarification or further assistance.

Publication opportunities. Journal of Family Business Management Special Issue on “ENTREPRENEURIAL FAMILIES IN BUSINESS ACROSS GENERATIONS, CONTEXTS AND CULTURES”. Guest Editors: Albert James, Rowe School of Business, Dalhousie University, Canada, Elias Hadjielias, University of Central Lancashire, Cyprus, Maribel Guerrero, Northumbria University, UK, Allan Discua Cruz, Lancaster University Management School, UK, Rodrigo Basco, American University of Sharjah, Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business, UAE.

References

Basco, R. (2014). Exploring the influence of the family upon firm performance: Does strategic behaviour matter? International Small Business Journal, 32(8), 967–995.

Basco, R. (2015). Family Business and Regional Development. A theoretical model of regional familiness. Journal of Family Business Strategy, 6(4), 259–271.

Basco, R., & Bartkeviciute, I. (2016). Is there any room form family business into European Union 2020 Strategy? Family business and regional public policy. Local Economy, 31(6), 709–732.

Bjuggren, C. M., Johansson, D., & Sjögren, H. (2011). A Note on Employment and Gross Domestic Product in Swedish Family-Owned Businesses: A Descriptive Analysis. Family Business Review, 24(4), 362–371.

Bloom, N., & Van Reenen, J. (2010). Why Do Management Practices Differ across Firms and Countries? Journal of Economic Perspectives, 24(1), 203–224.

Chrisman, J. J., Chua, J. H., & Steier, L. P. (2003). An introduction to theories of family business. Journal of Business Venturing, 18(4), 441–448.

Faccio, M., & Lang, L. H. P. (2002). The ultimate ownership of Western European corporations. Journal of Financial Economics, 65(3), 365–395.

Fogel, K. (2006). Oligarchic family control, social economic outcomes, and the quality of government. Journal of International Business Studies, 37(5), 603–622.

Gomez-Mejia, L. R., Cruz, C., Berrone, P., & De Castro, J. (2011). The Bind that Ties: Socioemotional Wealth Preservation in Family Firms. The Academy of Management Annals, 5, 653–707.

Kachaner, N., Stalk, G., & Bloch, A. (2012). What you can learn from family business. Harvard Business Review, 90(11), 102-106.

Mazzi, C. (2011). Family business and financial performance: Current state of knowledge and future research challenges. Journal of Family Business Strategy, 2(3), 166–181.

Morck, R. K., & Yeung, B. (2004). Family control and the rent-seeking society. Entrepreneurship-Theory and Practice, 28(4), 391–409.

Perez Rodriguez, M. J., & Basco, R. (2011). The cognitive legitimacy of the family business field. Family Business Review, 24(4).

Rocha, H. (2015). Do clusters matter to firm and regional development and growth? Management Research: Journal of the Iberoamerican Academy of Management, 13(1), 83–123.

Rocha, H. O. (2004). Entrepreneurship and development: The role of clusters. Small Business Economics, 23(5), 363–400.

Shanker, M. C., & Astrachan, J. H. (1996). Myths and Realities: Family Businesses’ Contribution to the US Economy— A Framework for Assessing Family Business Statistics. Family Business Review, 9(2), 107–123.

Stough, R., Welter, F., Block, J., Wennberg, K., & Basco, R. (2015). Family business and regional science: “Bridging the gap.” Journal of Family Business Strategy, 6(4).

The Economist. (2015). Family Companies – To have and to hold. Special Report. April, 18th.

Van Gils, A., Dibrell, C., Neubaum, D. O., & Craig, J. B. (2014). Social Issues in the Family Enterprise. Family Business Review, 27(3), 193–205.

Vazquez, P. (2016). Family Business Ethics: At the Crossroads of Business Ethics and Family Business. Journal of Business Ethics, 1–19.

Contextualizing Family Firms in the Arab World

 

Logo Rodrigo fondo transparente1st International Academic Conference

28th February 2018

 Call for papers:  “Contextualizing Family Firms in the Arab World”

Arab family firms cannot be fully understood without considering the context in which families and firms exist. While contexts determine organizational behavior (Johns, 2006), the footprints of family firms recursively manifest themselves in regional socio-economic contexts (Basco, 2015). Therefore, to fully understand the Arab family firm phenomenon, scholars must go beyond its boundaries by recognizing and exploring the multiple embeddedness of family firms in general. We must consider the micro-context of the family, the meso-context of the industry, and the macro-context of the country/region, all of which are characterized by paradoxes of conflict and peace, stability and instability, certainty and uncertainty, and modernity and tradition (Basco, 2017).

In the Arab World, socio-economic activities have traditionally been embedded in kinship relationships in Bedouin, rural, and urban societies. Families are the dominant institutions through which individuals transmit their culture, legacy, religion, expectations, and traditions and interact in society (Barakat, 1993) by creating their own identity. In this context, Arab families act as a filter absorbing changes caused by contemporary economies, social and economic globalization forces, societal conflicts, political transformations, the influence of the recent colonial past, and cultural pressures from Western and Eastern cultures.

Even though the family business field has gained external legitimacy (Chrisman, Chua, & Steier, 2003; Perez Rodriguez & Basco, 2011), the lack of an overall family business theory is mainly due to the shortage of studies integrating contextual dimensions. A theory of family firms “must explain and predict not only the interaction between family and business systems at the individual and family firm levels but also the interaction between family firms and the environment at the aggregate level” (Basco, 2015, p. 260). In this sense, contextualizing the family firm in the Arab World could help clarify firm familiness (Gomez-Mejia, Cruz, Berrone, & De Castro, 2011; Habbershon & Williams, 1999), which focuses on the effect family has on firm behavior and performance, and regional familiness (Stough, Welter, Block, Wennberg, & Basco, 2015), which focuses on the family firm’s effect on regional development.

The aim of this conference is to advance previous efforts to contextualize the family firm phenomenon in different institutional and cultural environments (e.g., Gupta, Levenburg, Moore, Motwani, & Schwarz, 2008), particularly in the Arab World (e.g., Bizri, 2016; Fahed-Sreih & Djoundourian, 2006; Welsh & Raven, 2006).

We invite submissions to the conference titled “Conceptualizing Family Firms in the Arab World.” The purpose of the conference is to gather researchers who are investigating the family firm phenomenon in the Arab World. We expect that contextualizing family firms in the Arab World will shed new light on the nuances of family firms in terms of their phenomenological perspectives and theoretical development.

Submission Guidelines and deadline

We encourage scholars, especially PhD students and young researchers, whose research focuses directly or indirectly on family businesses in the Arab World to submit their works in progress at different stages. Abstract submission should be one document with a cover page (title, author’s name, affiliation, email) and a two-page abstract (topic of research, theories, method, results, contributions)

Abstract submission should be sent electronically to rbasco@aus.edu

Deadline Abstract by 30/11/2017

Authors Notification by 31/12/2017

Final papers (final submission) by 31/01/2018

 

Conference Highlights

Travel Research Grants

The Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business offers six scholarships for PhD students from the Arab World to travel to and attend the conference. Potential candidates who would like to apply for a travel/accommodation grant should send their application letter and CV with their abstract submission by 30/11/2017.

Career Academy

We have designed a special event for PhD students and young scholars called the Career Academy Workshop to discuss the challenges of developing an academic career in the Arab World. Topics will include matters related to earning a PhD, building an academic career, publishing research, and building local and international networks.

Special Issue

In collaboration with Journal Family Business Strategy, papers presented at the conference will be eligible for a special topic section, “Contextualizing Family Firms in the Arab World.”

Registration

There is no registration fee.

Tentative Program 

27 of February, 2018 Welcome reception, 7pm-10pm, Sharjah

Academic Conference: 28 of February, 2018 – Keynote speakers – Plenary sessions

Business Family Conference: 1 of March, 2018 – Keynote speakers and panel sessions

Venue

American University of Sharjah, Sharjah, United Arab Emirates

Organizers

Rodrigo Basco (American University of Sharjah), Alreem Al Ammari (American University of Sharjah), and Farida El Agamy (Tharawat Family Business Forum)

 

 Aus logo (colour)                                                             JFBS

  TFBF Logo - original - 2017                                Sheraa

References

Barakat, H. (1993). The Arab World. Society, culture, and state. Berkeley, California: University of California Press.

Basco, R. (2015). Family business and regional development-A theoretical model of regional familiness. Journal of Family Business Strategy, 6(4), 259–271.

Basco, R. (2017). The multiple embeddedness of family firms in Arab World. In S. Basly, P.-L. Saunier, & A. Marouane (Eds.), Family Businesses in the Arab World – Governance, Strategy, and Financing (p. forthcoming).

Bizri, R. (2016). Succession in the family business: drivers and pathways. International Journal of Entrepreneurial Behavior & Research, 22(1), 133–154.

Chrisman, J. J., Chua, J. H., & Steier, L. P. (2003). An introduction to theories of family business. Journal of Business Venturing, 18(4), 441–448.

Fahed-Sreih, J., & Djoundourian, S. (2006). Determinants of longevity and success in Lebanese family businesses: An exploratory study. Family Business Review, 19(3), 225–234.

Gomez-Mejia, L. R., Cruz, C., Berrone, P., & De Castro, J. (2011). The Bind that Ties: Socioemotional Wealth Preservation in Family Firms. Academy of Management Annals, 5(1), 653–707.

Gupta, V., Levenburg, N., Moore, L., Motwani, J., & Schwarz, T. V. (2008). Culturally-sensitive models of family business in Germanic Europe. Hyderabad, India: ICFA University Press.

Habbershon, T. G., & Williams, M. L. (1999). A Resource-Based Framework for Assessing the Strategic Advantages of Family Firms. Family Business Review, 12(1), 1–25.

Johns, G. (2006). The Essential Impact of Context on Organizational Behavior. Academy of Management Review, 31(2), 386–408.

Perez Rodriguez, M. J., & Basco, R. (2011). The cognitive legitimacy of the family business field. Family Business Review, 24(4).

Stough, R., Welter, F., Block, J., Wennberg, K., & Basco, R. (2015). Family business and regional science: “Bridging the gap.” Journal of Family Business Strategy, 6(4), 208–218.

Welsh, D. H. B., & Raven, P. (2006). Family business in the Middle East: An exploratory study of retail management in Kuwait and Lebanon. Family Business Review, 19(1), 29–48.

Family Business through Generations – Humaid Ahmed Al Tayer

By Rodrigo Basco

1All you need is trust,” said Humaid Ahmed Al Tayer, vice president of Al Tayer Group, in his talk at American University of Sharjah organized as part of the Guest Lecture Series by the Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business. Trust is the building block of family businesses and is the main intangible resource integrating family-business relationships and securing continuity from one generation to another.

Humaid Ahmed Al Tayer shared his personal experience with management students in the fundamentals of family business course. As part of the third generation of his family’s business, our guest acknowledged the importance of managing generations’ expectations, goals, and ambitions by defining a clear family firm corporate governance structure linking the needs of the family and the firm. Nevertheless, he warned students to be wary of using pre-defined solutions, highlighting that “one size does not fit all.” He encouraged the audience to adopt the best possible solution (e.g., organization, structure, policies) emerging from family members and other stakeholders, stating that when the family is able to generate its own solution to owning, governing, and managing the firm, most family members will recognize and respect the agreement.

2Before any agreement or rule is established, family members should generate trust not only among themselves but also with non-family employees, customers, suppliers, creditors, the government, and so on. When someone from the audience asked, “How is someone able to get trust from others?” he answered cheerfully, “Trust is about compassion and sympathy for those that are around you and working with you. It is about your family culture. It is about achievement and to what extent you respect your own and others’ words. It is about respect, and finally, it is about your behavior.”

Management students interacted with Humaid Ahmed Al Tayer through a ping pong of questions and answers. Al Tayer encouraged students to lead their firms by integrating all family members in the process, and gave advice on how to avoid nepotism by establishing clear rules between the family and the firm and by creating space for dialogue. He defined his own family as a “family-first family,” which uses the firm as an instrument to keep the unity, legacy, and history of the family alive. However, his family firm has a business-first orientation.

In his final remarks on how to give sense to the family business, Humaid Ahmed Al Tayer emphasized the importance of reflecting on the following question: Why are we working in our family firms? “You are there [in the firm] for the family and not because of you,” Al Tayer said. Commitment to the entire family business project—its past, present, and future—is why individuals must lead the challenge of writing at least one more page in their family history book.

4Al Tayer’s talk is an initiative headed by Dr. Rodrigo Basco, Chairholder of the Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business, aiming to disseminate new knowledge and real experience to management students and the future leaders of family firms in the UAE, GCC, and MENA regions.

“Music devices evolution as an analogy to the Genogram” by Taberik Askarov

In the way to adjust my teaching approach to particular and multicultural contexts and to adapt my pedagogy, the style I designed a course, prepared activities, and communicated with the new generation of family members evolved. My main issue at Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business is how to give to my students the possibility to create, develop, and transfer their knowledge while using critical thinking. Each of my new generation of family business students has got different skills, abilities, and capabilities. Thus, there should be different ways to engage them and to leverage the group level knowledge. In this sense, one of the exercises is to create an infographic in order to exploit and expand visual and writing narrative skills and capabilities.

Last semester, Taberik Askarov, surprised me with this infographic “Music devices evolution as an analogy to the Genogram”.  It speaks by itself. Well done Taberik!

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EURAM 2017 – Family Business in Emerging, Developing, and Transitional Economies

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To submit your paper to the EURAM 2017 Conference – Deadline 10th January 2017

Best Paper Award sponsored by International Journal of Emerging Markets

Fang, H. (Missouri University of Science and Technology)
Vershinina, N. (University of Birmingham, UK)
Wale-Oshinowo, B (University of Lagos, Nigeria)
Welter, F. (Institut für Mittelstandsforschung Universityof Siegen, Germany
Chua, J. (University of Calgary, Canada – Lancaster University, UK Zhejiang University, China)
Ramachandran, K. (Indian School of Business, India)
Discua Cruz, A. (Lancaster University, UK)
Basco, R. (American University of Sharjah – Sheikh Saoud binKhalidbinKhalidAl-Qassimi ChairinFamilyBusiness,UAE)

Family business as a field of research has grown considerably over the last two decades and its legitimacy has been bolstered by the interdisciplinary connection with management, entrepreneurship, economics, psychology, and sociology (Perez Rodriguez & Basco, 2011). Recent development in the literature starts to recognize that family firms are heterogeneous in terms of behavior and performance (Chua, Chrisman, Steier, & Rau, 2012). This heterogeneity has been investigated in terms of many intra-organizational sources such as age, size, founder or successor CEO, family generation in control, founder gender, family or non-family CEO, family ownership dispersion, intention for intra-family succession, among many others (e.g., Basco & Calabrò, 2016; Fang, Memili, Van de Graaff Randolph & Chrisman, 2016; Nordqvist, Sharma, & Chirico, 2014). In comparison, extra-organizational sources have received significantly less attention (Gupta, Levenburg, Moore, Motwani, & Schwarz, 2008).

One critical extra-organizational source is the historical, institutional, spatial, and social context in which family firms exist and operate, as it could influence the genesis, development, and continuity of family firms (Stough, Welter, Block, Wennberg, & Basco, 2015; Wright, Chrisman, Chua, & Steier, 2014). Among the many variations in contexts, a very important one is that between developed economies and transitional, developing, or emerging economies (Welter, 2011). Thus, examining how the multidimensionality of the particular context in developing economies and the intersectionality of the contextual elements affect family firm behaviour and performance will contextualizing our theories of the family firm (Whetten, 2009) and lead to a deeper and more generalizable understanding of the family firm as a globally ubiquitous form of organization.

Indeed, the extant literature’s focus on economically developed countries, limits our understanding of the phenomenon because the institutional and cultural contexts where family firms are founded, developed, and operated differ substantially around the world. Therefore, the generalizability of extant theories may be questioned. While recent studies have attempted to address this issue by examining cultural and geographical factors as one driving forces of family firm heterogeneity (Discua Cruz, Hamilton, & Jack, 2012; Gupta & Levenburg, 2010; Basco, 2015; Memili, Fang, Chrisman, & De Massis, 2015), we still know little about family businesses in developing, emerging, and transitional economies.

Therefore, we propose to develop a special track on Topics about Family Business in Emerging, Developing, and Transition Economies (the definition of such economies to be based on that used by the International Monetary Fund). Through studies about how the specific economic and institutional environments of such economies influence family firm behavior and performance, the special track will help expand our understanding of family business through the researchers’ findings about the applicability of extant theories and empirical evidence from developed economies to family firms in transitional, developing, and emerging economies. In addition, this special track can help us develop newly grounded theories to achieve a better understanding of the “contextual effect” on family business behaviors and performances.

The main goal of the Family Business in Emerging, Developing, and Transition Economies track is to encourage the presentation of studies about family firms in such unique contexts related, but not limited, to:

  • Traditional strategy research topics (such as internationalization, corporate entrepreneurship, cooperation, competitive dynamics, economic and non-economic performance, among others) but contextualized for family business in emerging, developing, and transition economies.
  • Traditional family business research topics (such as succession, corporate governance, inter-generational entrepreneurship, management practices among other) but contextualized in emerging, developing and transition economies.
  • Cultural aspects that frame family and family business values, norms, and ethics in emerging, developing, and transition economies.
  • Historical, sociological and anthropological perspectives to study family businesses, family business groups and family elites in emerging, developing, and transition economies.
  • The role of government policies in the start-up, development, or death of family businesses in emerging, developing, and transition economies.
  • Strategies adopted by family businesses to counteract/compromise/comply with institutional isomorphism in emerging, developing and transition economies.
  • The economic and social impact of family businesses in emerging, developing, and transition economies.
  • Comparative studies considering differences and similarities between family businesses in developed and developing countries or among developing countries.

We expect the track “Family Business in Emerging, Developing, and Transition Economies” to contribute to family business research in different ways. First, replication studies in new contexts would enable the generalization and potential expansion of current knowledge and research findings. Second, by emphasizing the importance of environment, studies would contextualize the relationship between family and firm and enrich our understanding of the family business phenomenon. The aim is to shed some light on how and why some theories would be more dominant than others in specific contexts.

A workshop about “contextualizing family firms” will take place in EURAM 2017. The objectives of this workshop will focus on awareness, theories, methods and existing works that highlight the relevance of context in the study of family firms.

Family Entrepreneurship: “Whose Dream Is It Anyway?” – Farida El Agamy

By Jinan Aldameary

untitled1One of the many challenges that characterizes the realm of family entrepreneurship is the way in which business is passed on from one generation to the next. Riddled with responsibilities and standards by which they are expected to abide, family entrepreneurs often struggle to find their own path as they carry on the entrepreneurial legacy of the family.

The Sheikh Saoud bin Khalid bin Khalid Al Qassimi Chair in Family Business at the American University of Sharjah recently organized an open discussion facilitated by Farida El Agamy, the general manager of the non-profit family business forum, Tharawat, addressing some of the most common challenges facing family businesses – creating, developing, and nourishing entrepreneurship orientation across generations.

The interactive session, hosted by Sheraa, was titled “Whose Dream Is It Anyway?”, and highlighted the challenge of discerning an entrepreneur’s personal impact in the grander scheme of things, and the way in which one’s individuality can be strategically navigated.

El Agamy acknowledged the “mind-game” often undergone by many entrepreneurs upon their initial partaking in a family business.

“What does it do to your drive when you feel like you have to fulfill someone else’s vision?” El Agamy asked an audience comprising of individuals who were either interested in – or part of – family businesses. “What about your vision? How can you fulfill your own dreams when you’re working on someone else’s?”

Drawing on her own experiences, El Agamy explained the importance of pinpointing what it is that makes every individual entrepreneur “tick” – that is, what one is most passionate about and skilled at. She highlighted the importance of integrating one’s own skillset within the greater context of the family business at hand.  By doing so, a family entrepreneur can maintain their individuality and cater to their own career goals all the while working as a member of a cohesive enterprise.

“You are a growth generator as part of a family enterprise,” El Agamy told her audience. “You’re bigger than just the business you have with your family. You have an impact.”

untitledIn her final remarks on how to effectively mesh one’s individuality within the greater entrepreneurial legacy of the family, El Agamy emphasized the importance of strategic action. “Use your individuality, but don’t overpower people. Be strategic with how you use it.”

El Agamy’s session is one of the initiatives headed by Dr. Rodrigo Basco, Chairholder Sheikh Saoud bin Khalid bin Khalid Al Qassimi Chair in Family Business, aiming to disseminate new knowledge to the student community, and to further develop the future leaders of family business in the UAE, GCC, and MENA regions.

 

 

 

BIO

Farida F. El Agamy has been running the Tharawat Family Business Forum, the non-profit, private sector knowledge resource and networking hub for family-owned companies in the Middle East and North Africa, since 2008. With her professional background as a lawyer, she joined the founders of the Tharawat Family Business Forum with a vision to support and foster the sustainability, innovation, and growth of family firms. She is currently also Editor-at-Large of the Tharawat magazine, and a Director at Target Developments LLC, her family’s firm in Switzerland.

Farida read law in Switzerland and the UK and qualified as a barrister at the Swiss bar. She practiced administrative, corporate and contract law in a Swiss law firm, and worked for several federal government agencies. Her previous professional experience also include positions as associate lawyer at the United Nations in Geneva.

Speaking six languages, Farida’s Dutch and Egyptian family backgrounds and international upbringing have shaped her global understanding and her active social engagement, pushing for a better understanding between regions and people.

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