Passing the spear : a grounded theory study of the influence of family business value sets on succession planning in black family-owned businesses
- Authors: Musengi, Sandra
- Date: 2007
- Subjects: Grounded theory Family-owned business enterprises Family-owned business enterprises -- Succession Family-owned business enterprises -- Management Business enterprises, Black Business planning
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1192 , http://hdl.handle.net/10962/d1007056
- Description: Literature suggests that a small number of family businesses are able to make the transition from the founder to other family members with a common reason cited being the lack of planning. This study aims to build understanding of leadership succession in family businesses by focusing on the influence of a founder's family business value set on the succession planning process in Black family-owned businesses. Using the Strauss and Corbin (1990) grounded theory method, this study develops a theory of succession planning of Black familyowned businesses labelled Passing the Spear which is comprised of three stages based on an analysis of 21 qualitative interviews. The Spear was an analogy used to represent both the values of the founder and the family business, thus in Passing the Spear, founders where essentially performing a dual transfer of their values and leadership to the successor. The implementation of the process Passing the Spear was influenced by the family business value set of the founder, which in this study, were labelled as Traditional, Progressive, and Transitional. These value sets were distinguished by their behaviour regarding their choice of successor where founders with a traditional value set exhibited gatekeeping behaviour, while the behaviour of founders with a progressive value set was labelled navigating, and finally, founders with a transitional value set demonstrated behaviour labelled exploring. Furthermore, it was found that after the successor had been chosen, founders appeared to follow a generic succession planning process, however, the ease and timing of implementation was influenced by the family business context, evidence of being proactive and the degree of family business resilience. The process of Passing the Spear comprised of three stages of (a) Showing the spear where the founder's focus is on the induction and socialization of the successor using the strategies of bringing the successor into the family business and managing the family-business interface using relationships; (b) Explaining the spear entailed founders using the strategies of sharing knowledge and teaching the successors about the family business; and ( c) Sharing the spear was where founders focused on empowering the successors by implementing strategies of sharing responsibilities and learning from the successor.The process provides insights into the influence of family business values on the succession planning process and can be useful for founders of Black family-owned businesses in planning for succession in their businesses. In addition, the study provides another perspective of succession planning and offers a contribution to the literature for understanding succession in Black family-owned businesses.
- Full Text:
- Date Issued: 2007
- Authors: Musengi, Sandra
- Date: 2007
- Subjects: Grounded theory Family-owned business enterprises Family-owned business enterprises -- Succession Family-owned business enterprises -- Management Business enterprises, Black Business planning
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1192 , http://hdl.handle.net/10962/d1007056
- Description: Literature suggests that a small number of family businesses are able to make the transition from the founder to other family members with a common reason cited being the lack of planning. This study aims to build understanding of leadership succession in family businesses by focusing on the influence of a founder's family business value set on the succession planning process in Black family-owned businesses. Using the Strauss and Corbin (1990) grounded theory method, this study develops a theory of succession planning of Black familyowned businesses labelled Passing the Spear which is comprised of three stages based on an analysis of 21 qualitative interviews. The Spear was an analogy used to represent both the values of the founder and the family business, thus in Passing the Spear, founders where essentially performing a dual transfer of their values and leadership to the successor. The implementation of the process Passing the Spear was influenced by the family business value set of the founder, which in this study, were labelled as Traditional, Progressive, and Transitional. These value sets were distinguished by their behaviour regarding their choice of successor where founders with a traditional value set exhibited gatekeeping behaviour, while the behaviour of founders with a progressive value set was labelled navigating, and finally, founders with a transitional value set demonstrated behaviour labelled exploring. Furthermore, it was found that after the successor had been chosen, founders appeared to follow a generic succession planning process, however, the ease and timing of implementation was influenced by the family business context, evidence of being proactive and the degree of family business resilience. The process of Passing the Spear comprised of three stages of (a) Showing the spear where the founder's focus is on the induction and socialization of the successor using the strategies of bringing the successor into the family business and managing the family-business interface using relationships; (b) Explaining the spear entailed founders using the strategies of sharing knowledge and teaching the successors about the family business; and ( c) Sharing the spear was where founders focused on empowering the successors by implementing strategies of sharing responsibilities and learning from the successor.The process provides insights into the influence of family business values on the succession planning process and can be useful for founders of Black family-owned businesses in planning for succession in their businesses. In addition, the study provides another perspective of succession planning and offers a contribution to the literature for understanding succession in Black family-owned businesses.
- Full Text:
- Date Issued: 2007
The development and transfer of core competencies in multinational corporations : a study of three South African originated multinational corporations, compared and contrasted with a leading United States multinational
- Authors: Harvey, Neil M
- Date: 2007
- Subjects: Management -- South Africa International business enterprises -- South Afrca International business enterprises -- United States Core competencies
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1197 , http://hdl.handle.net/10962/d1008369
- Description: The thesis studies the development and transfer of core competencies in multinational corporations. It aims to advance the general body of knowledge relating to core competencies, to have practical applicability for management practitioners and academics, to explain how three companies from South Africa became global leaders in their fields and to examine the lessons they learned about international business. Three South African originated multinationals and a US multinational company were studied. The basic methodology is a case study. The methods of research were personal interviews, telephone interviews, written questionnaires, documents, archival records and direct observations. Value chains were used to evaluate the effectiveness of methods of development and transfer and the success of transfer of core competencies. It is concluded that different and multiple methods are needed to develop and transfer core competencies. The effectiveness of methods varies by company and value chain location. There is a significant high degree of correlation between the ratings of success in transferring core competencies and the effectiveness of the methods used to transfer them. This gives substantial credibility to the information provided by the companies and highlights the importance of selecting appropriate methods. There are some variances between the research results and established literature on the development and transfer of core competencies. There are notable differences between the companies from South Africa and the US multinational on the effectiveness of methods used to develop and transfer core competencies. There are also areas where all the companies are in accord. "Roadmaps" covering the effectiveness of methods for developing and transferring core competencies in different locations in a value chain are presented. Practical examples of the companies' actions relating to acquisitions and post-acquisition integration, their experiences in different countries, challenges they face, the methods used to assess transfer, avoid pitfalls and improve transfer, and other issues are also provided.The success of the multinationals from South Africa is explained by a combination of history, competitive factor conditions, management practices, attributes and leadership. The conclusions of the thesis are followed by recommendations on how to improve the management, development and transfer of core competencies.
- Full Text:
- Date Issued: 2007
- Authors: Harvey, Neil M
- Date: 2007
- Subjects: Management -- South Africa International business enterprises -- South Afrca International business enterprises -- United States Core competencies
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1197 , http://hdl.handle.net/10962/d1008369
- Description: The thesis studies the development and transfer of core competencies in multinational corporations. It aims to advance the general body of knowledge relating to core competencies, to have practical applicability for management practitioners and academics, to explain how three companies from South Africa became global leaders in their fields and to examine the lessons they learned about international business. Three South African originated multinationals and a US multinational company were studied. The basic methodology is a case study. The methods of research were personal interviews, telephone interviews, written questionnaires, documents, archival records and direct observations. Value chains were used to evaluate the effectiveness of methods of development and transfer and the success of transfer of core competencies. It is concluded that different and multiple methods are needed to develop and transfer core competencies. The effectiveness of methods varies by company and value chain location. There is a significant high degree of correlation between the ratings of success in transferring core competencies and the effectiveness of the methods used to transfer them. This gives substantial credibility to the information provided by the companies and highlights the importance of selecting appropriate methods. There are some variances between the research results and established literature on the development and transfer of core competencies. There are notable differences between the companies from South Africa and the US multinational on the effectiveness of methods used to develop and transfer core competencies. There are also areas where all the companies are in accord. "Roadmaps" covering the effectiveness of methods for developing and transferring core competencies in different locations in a value chain are presented. Practical examples of the companies' actions relating to acquisitions and post-acquisition integration, their experiences in different countries, challenges they face, the methods used to assess transfer, avoid pitfalls and improve transfer, and other issues are also provided.The success of the multinationals from South Africa is explained by a combination of history, competitive factor conditions, management practices, attributes and leadership. The conclusions of the thesis are followed by recommendations on how to improve the management, development and transfer of core competencies.
- Full Text:
- Date Issued: 2007
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