Working Dynamics in British Asian Family Firms

Shaheena Janjuha-Jivraj

Chapter 6 in Succession in Asian Family Firms, 2006, pp 54-73 from Palgrave Macmillan

Abstract: Abstract As family firms traverse both professional and personal spheres of individuals involved in the business, the dynamics of family members are inevitably influenced by a wide range of factors. The community-contextualised family business model (Figure 4.2) represents the range of individuals who have significant influences in the dynamics of family firms. Within this context certain factors inevitably have a more profound influence on dynamics from the onset, notably the entrance of the younger generation and reactions of other family members. The research area of working dynamics in family firms has focused predominantly on control and power. For example exploring how incumbent family members prepare for the potential loss of control within their business, both emotionally and practically. This has a critical impact on the working relationships between the founder and the successor. Furthermore, the entry route for the younger generation is an important factor that influences the nature of subsequent working relations. The first section in this chapter explores how obligation manifests itself in business entry, both through filial and parental forms of obligation. As discussed previously the mode of entry of the younger generation into the business presents a critical basis for future working relations.

Keywords: Social Capital; Family Firm; Young Generation; Family Business; Young Respondent (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_6

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DOI: 10.1057/9780230510975_6

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