مقاله انگلیسی رایگان در مورد چگونگی توسعه روابط با کیفیت بالا در کسب و کار خانوادگی – الزویر ۲۰۲۰

elsevier

 

مشخصات مقاله
ترجمه عنوان مقاله از جانشینان خانواده تا رهبران تجاری موفق: یک مطالعه کیفی در مورد چگونگی توسعه روابط با کیفیت بالا در مشاغل خانوادگی
عنوان انگلیسی مقاله From family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses
انتشار مقاله سال ۲۰۲۰
تعداد صفحات مقاله انگلیسی ۱۵ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه الزویر
نوع نگارش مقاله
مقاله پژوهشی (Research Article)
مقاله بیس این مقاله بیس میباشد
نمایه (index) Scopus – Master Journals List – JCR
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
ایمپکت فاکتور(IF)
۳٫۹۲۷ در سال ۲۰۱۹
شاخص H_index ۳۲ در سال ۲۰۲۰
شاخص SJR ۱٫۶۸۳ در سال ۲۰۱۹
شناسه ISSN ۱۸۷۷-۸۵۸۵
شاخص Quartile (چارک) Q1 در سال ۲۰۱۹
مدل مفهومی دارد
پرسشنامه ندارد
متغیر ندارد
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت کسب و کار، مدیریت استراتژیک، مدیریت منابع انسانی، توسعه منابع انسانی، مدیریت استراتژیک منابع انسانی
نوع ارائه مقاله
ژورنال
مجله  مجله استراتژی تجارت خانوادگی – Journal Of Family Business Strategy
دانشگاه Aston Business School, United Kingdom
کلمات کلیدی روابط با كیفیت بالا، توسعه رهبری، نسل بعدی، مشاغل خانوادگی، تجارت خانوادگی میان نسلی
کلمات کلیدی انگلیسی High-quality relationships، Leadership development، Next generation، Family business، Transgenerational family business
شناسه دیجیتال – doi
https://doi.org/10.1016/j.jfbs.2019.100334
کد محصول E14912
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فهرست مطالب مقاله:
Abstract

۱- Introduction

۲- Literature review and theoretical framework

۳- Methodology

۴- Findings

۵- Discussion and conclusions

۶- Contributions, limitations, and avenues for future research

References

بخشی از متن مقاله:

Abstract

Little attention has been given to the role of interpersonal relationships in building the leadership skills of next-generation successors, with most literature focusing on the development of their business and technical skills. Drawing on Leader-Member Exchange (LMX) theory, we qualitatively explore how high-quality relationships develop between next-generation leaders and family and non-family stakeholders and how they impact leadership development. Findings from interviews with 24 next-generation leaders of family businesses in India show that high-quality relationships develop through mutual respect, trust, early affiliation with the business, mentoring, and mutual obligation. By exploring how high-quality relationships develop between next-generation family business leaders and family and non-family stakeholders, we contribute to a finer-grained understanding of successful intergenerational succession in family businesses. We also contribute to LMX theory by considering networks of relationships (and not just dyadic relationships) and by identifying two antecedents that are specific to family businesses (early affiliation with the business and mentoring) to the previously identified ones (trust, mutual respect, and mutual obligation).

Introduction

The effect of intergenerational succession on family business survival and performance has historically spawned much debate in extant literature (e.g., Calabrò, Minichilli, Daniele, & Brogi, 2018; Daspit, Holt, Chrisman, & Long, 2016). For every study outlining the benefits of succession for family firms’ prosperity across generations (Royer, Simons, Boyd, & Rafferty, 2008), there are others showing that family firms underperform with family leadership beyond the founding generation (Bennedsen, Nielsen, Perez-Gonzalez, & Wolfenzon, 2007; Chittoor & Das, 2007) or even disappear (Le Breton-Miller & Miller, 2015). A plausible cause is that next-generation successors are not always adequately prepared to assume the leadership role, making leadership development of the successor one of the critical determinants of family firm sustainability across generations (Daspit et al., 2016; Kansal, 2012; Sharma, Chrisman, & Gersick, 2012). Previous literature has traditionally focused on the development of the business and technical skills of successors (Deans, Oakley, James, & Wrigley, 2006; Dhaenens, Marler, Vardaman, & Chrisman, 2017; Ferris et al., 2009), with gradual expansion to investigating the role of high-quality relationships in developing leadership of next-generation family members (Sharma et al., 2012). Particularly, developing high-quality relationships between the successor and various stakeholders in the family business has been intricately linked with preparing next-generation successors to succeed in their leadership role (Bika, Rosa, & Karakas, 2019; Le Breton-Miller, Miller, & Steier, 2004; Mokhber et al., 2017). For example, Raaja Kanwar, Vice Chairman and Managing Director of Apollo International Limited – a family business operating in India – attributes a large part of his success as a leader to the high-quality relationships he built with his father and with other family and non-family stakeholders who provided much needed guidance and support when he assumed the leadership role (PwC, 2019).

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