Location of Repository

Innovation and Knowledge Transfer in Rural Entrepreneurship and Regional Development

By Claire Seaman, Stuart Graham and Richard Bent

Abstract

Family businesses provide a critical structure for economic activity and wealth-creation worldwide, existing and flourishing across geo-political frontiers, markets, areas and legal forms of business [Poutzioris et al, 2004]. Worldwide, family businesses are the most common type of business and despite much academic debate about the precise definition of a family business, estimates of the proportion of family businesses within the economies of developed countries remain remarkably constant at around two thirds of business operations [Poutzioris et al, 2004] and around half of GDP economic activity and private employment [Shanker and Astrachan, 2006].\ud \ud One constant theme throughout the literature is the relatively private nature of family businesses, which in turn tends to mean that accurate information about them is not readily available [Astrachan and Shanker, 2006]. A second constant theme is the importance of the contribution that family businesses make to economic, social, cultural and community development, whether the be in the UK [Reid and Harris, 2004], the USA [Astrachan and Shanker 2006], in the Chinese economy [Chung and Yuen, 2003; Poutzioris et al, 2004] or amongst distinct and relatively discrete minority communities [Dhaliwal and Kangis, 2008]. The combination of a sector of clear and, to some extent, measurable, importance where robust data are nonetheless difficult to establish, illustrates both the dilemma of family business research and its importance\ud \ud Working with the Scottish Family Business Association and the Economic Development Unit at East Lothian Council, Queen Margaret University are currently researching the impact of family business in East Lothian on local communities, businesses and regional development. Family businesses frequently play a key role in Regional Economic Development, as they tend to be based within a community and prove relatively resistant to major geographic re-location. The methodology is currently being piloted, therefore, which is based around the use of semi-structured interviews with one or more members of a family business.\ud \ud The impact of family business culture on knowledge transfer and the implications of the relatively informal working practices often identified within family-based SMEs will be considered, alongside effective strategies for engagement and examples from current projects. Links between current KT policy and the specific needs of family businesses will be explored as part of both local and National strategies for engagement

OAI identifier: oai:eresearch.qmu.ac.uk:592

Suggested articles

Preview

Citations

  1. (1994). A Neglected Factor Explaining Family Business Success: Human Resource Practices. doi
  2. (2001). A study of succession in a family firm, doi
  3. (2002). Chinese Entrepreneurship: The Development of Small Family Firms in China doi
  4. (2003). Company Performance and Objectives Reported by First and Multi-Generation Family Companied: A Research Note doi
  5. (2000). Conversation with S.Klein at the IFERA meeting held at
  6. (1994). Emerging Business, Emerging Field: Entrepreneurship and the Family Firm Entrepreneurship Theory and Practicve 19 1 9-23 HM Treasury and Small Business Service
  7. (2004). Entrepreneurial Aspirations Among Family Business Owners: An Analysis of Ethnic Business Owners in the UK doi
  8. (2006). Family Business Specialist Summary GEM Consulting for the Institute of Family Business Holland,P.G. and Boulton,W.R.
  9. (2004). Family Businesses; Their Virtues, Vices and Strategic Paths. Strategy and Leadership doi
  10. (1999). Family Firms in Scotland and Northern Ireland: An Empiracal Investigation Journal of Small Business and Enterprise Development doi
  11. (2005). Goals, Management Practices and Performance of Family SMEs doi
  12. Household Survey of Entrepreneurship: Follow Up Study [2002] Report for the Small Business Service prepared by IFF
  13. (1999). How Does Knowledge Transform as it is Transferred? Speculations on the Possibility of a Cognitive Theory of Knowledgescapes doi
  14. (2006). Identification of different types of private family firms,
  15. (2002). Incorporating the Family Dynamic into the Entrepreneurship Process doi
  16. (1996). Integrating professi onal management into a family owed business, in R.Beckhard (ed) The Best of FBR: A Celebration,
  17. (1996). Integrating professional management into a family owed business, in R.Beckhard (ed) The Best of FBR: A Celebration,
  18. (1999). Internal factors of family business performance: an integrated theoretical model,
  19. (2006). Lost in time: intergenerational succession, change and failure in family business, doi
  20. (2003). Management Succession: A Case for Chinese Family Owned Business Management Decision, doi
  21. (2006). Minority Ethnic Business in Edinburgh – Micro-Retailing, Research and the Development of a Framework for Business Support Systems
  22. (1992). On the Goals of Successful Family
  23. (2003). Scottish Enterprise [2006] Economic Assessment Http://www.scottishenterprise/sedotcom_home Scottish Executive [2004] The Framework for Economic Development in Scotland Scottish Executive Scottish Executive Annual Survey of Small Businesses
  24. (2007). SFBA Strategy: A Discussion Document, Scottish Family Business Association.
  25. (2001). Strategic Planning for the Family Business: Parallel Planning to Unify the Family and Business, doi
  26. (1995). Success themes in Scottish family enterprises: philosophies and practices through generations, doi
  27. (2005). The Bets of Intentions: Future Plans of Young Enterprise Scheme Participants Education and Training doi
  28. (1976). Transferring power in the family business, doi
  29. (2008). www.fbn-1.com Flores,M.

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.