Growth and Succession in Kenyan Asian Family Firms

Shaheena Janjuha-Jivraj

Chapter 4 in Succession in Asian Family Firms, 2006, pp 27-40 from Palgrave Macmillan

Abstract: Abstract Family businesses are perhaps the most complex form of organisation resulting from the interaction of three systems: the business, the owner and the family. As these three bodies collide interactions can vary from innovative and creative processes to destructive and emotionally turbulent power games. This chapter discusses various aspects of family business survival and growth during the inter-generational period. The cases from Kenya had already survived the experience of transition from the first to the second generation. The issues that emerged from these cases presented a combination of problems, some of which were common to any business experiencing transition regardless of their stage on the business life cycle, whilst others were more applicable to mature businesses. The main areas identified and discussed in this section are: choosing successors and the entry of the younger generation — with a particular focus on daughters, managing business growth, resolving disputes and the role of non-family staff, their involvement and relationship with younger family members. The chapter begins with an evaluation of the theory and developments on the dynamics in family firms.

Keywords: Social Capital; Family Firm; Young Generation; Family Business; Ethnic Community (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51097-5_4

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DOI: 10.1057/9780230510975_4

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