Strategic, Tactical and Operational Decisions in Family Businesses: A Qualitative Case Study

Previous studies of family businesses have no common agreement on what should be the most effective and efficient approach for making decisions at different managerial levels to solve business issues. Accordingly, the main objective of this study was to understand the nature of decision-making by family members who are involved in a business in different capacities such as owners, owner managers, and managers. Locating the research in the interpretivist paradigm, and utilizing qualitative case study methods (Yin, 1994), we interviewed 24 respondents from 12 well-known family firms from different districts in Sri Lanka. Thematic analysis indicated that the consultative approach is mostly used by family members in operational, functional, and top level management decisions. Yet, family members’ decisions in the business as owners, owner-managers, and managers have not shown a common decision-making process. Owner-managers’ roles in the business decisions are highlighted as they make rational, risk averse, and deliberate business decisions which would assist to run the business. In comparison, owners and managers have followed the consultative decision-making approach to shape business decisions in line with family requirements

Facilitating Leader Tacit Knowledge Acquisition

The aim of the paper is to identify how to support the moulding of tacit knowledge which is necessary for success in a managerial position within a framework for the preparation and developmentof managers. The paper is based on an analysis of expert publications and the results of a completed project. Research respondents and theorists agree with the necessity for active involvementof trainees. It is also important to develop knowledge within the framework of manager preparation with significant reflection on learning from mistakes. From the methods of tacit knowledge transfer a close collaboration with experienced people, working in teams, training of model situations, goal-directed interviews, coaching, job rotation, short term attachments and excursions seem to be the most beneficial. It is also important to pay attention to the cultivationof organisational culture, especially in the sense of accepting knowledge sharing as the norm

Survival and longevity of family businesses: a case of eastern business culture

The main objective of this study is to understand how Sri Lankan family businesses’ survive over the long term, across generations. Even though previous studies on Western business culture have adequately conceptualized operations family businesses, a huge knowledge vacuum and/or several inconsistencies are shown in Eastern business culture in case of survival and longevity of family businesses. Studies from both cultures commonly affirm that family businesses outperform over non-family firms in the short run. Similarly, most studies from Western business culture assure that family businesses are suffering from business survival problem in the long run. Contradicting to this research finding emerged in Western business culture, most Sri Lankan family businesses are reported surviving over generation from the inception. As a result, a requirement of an academic analysis of Sri Lanka family businesses has emerged. Twenty two interviews from twelve family businesses (cases) facilitated an understanding of how family members become dedicated partners of the business and contribute to its survival. Respondents were either managers or owners. Purposive sampling techniques facilitated to select respondents from respective cases. Interviews indicated that education and business challenges motivate family members to remain strongly engaged in the business, as do familial bonds and the subsequent tacit knowledge. Further, respondents revealed the interdependence of business success and the personal success of family members. Therefore, family businesses in the context of Sri Lankan business culture have experienced above-average durations of business survival in comparison to Western business culture

Demographic, Individual, Job Diversities and Knowledge Sharing: A Study of Enterprising Family Businesses

Employees’ knowledge sharing intention in a firm is recognized as a key positive factor of business sustainability and longevity. Yet, the diverse nature of firms has made a difficulty to make general conclusions about employees’ knowledge sharing intentions, which is dependent on individual characteristics. Therefore, focusing on family businesses in Sri Lanka, this study investigates the influ-ence of employees’ demographics, individuality and job diversity on knowledge sharing intentions. 132 employees who serve in enterprising family businesses in Sri Lanka were randomly selected for the survey and each was given a questionnaire. The influence of employee demographics, individuality and job diversity regarding knowledge sharing was then analyzed using a multiple regression model. Out of eight factors, only employee’s age, level of education and job orientation have significantly in-fluenced the knowledge sharing intentions of employees in family businesses. These findings highlight the importance of the level of employee’s age, education and job orientation on individual knowledge sharing behavior in family businesses

Strategy and policy in mobilizing resources for employability enhancement (West Bengal, India)

Employability enhancement is a burning topic in present world. To sustain in this competitive world every human needs the capacity to adopt themselves through their own skills, efficiency and knowledge. This paper tries to investigate the prominence of employability and its current practices in that are undertaken to mobilize resources i.e. human resources and to stimulate employability of the country. The prime goal of this paper focuses on how the current trends of transformation put more stress on intellectual capital, i.e. knowledge, skills and abilities of an individual so as to be employable. This research tries to demonstrate us how career potentiality, occupational expertise and organizational factors are the key essential elements for enhancing employability through a case of West Bengal (WB), India. The investigation has been done by sample interview protocols including questionnaire survey. The outcome of this study discloses the existences of a welltrained and adaptable work force in an organization not only enhance\ud its competitiveness, but it also enable a country to meet the global challenges along with enhancement of employability

The influence of SHRM and organizational agility : do they really boost organizational performance?

This chapter reveals the significance of strategic human resource management (SHRM) as well as organizational agility (OA)and their impact on organizational performance that empowers organizations to achieve innovative excellence. As, nowadays organizational effectiveness is viewed as a prerequisite condition for upholding organizational performance, income and employment. Consistently, the essence of OA and importance of SHRM is considered as an eminent approach to meet the global challenges that enabling the effect of change in organizations and shielding employees against the unwanted effects. Thus, authors intention to investigate what makes an organization to be competitive? How the influence of SHRM and OA can really boost the organizational performance? To retort these queries, this chapter represents a conceptual perception of SHRM and OA that discuss the HRM strategies relation to OA. It also highlights the way organizations can respond rapidly and flexibly to cope up with the changing environment without facing business turmoil