Does family involvement in management reduce the risk of business failure? The moderating role of entrepreneurial orientation

This study explores the question of whether—and under which circumstances—family involvement helps avoid business failure. We hypothesize that it is family involvement in management, rather than ownership, which reduces the risk of failure during economic downturns; however, this effect is negatively affected by the firm’s entrepreneurial orientation (EO). We argue that EO hinders reaching consensuses on and commitment to family-centered goals, which are focused on long-term survival. We analyze 369 manufacturing firms in Spain from 2007 to 2013, and find that family involvement in management reduces the risk of business failure, but this effect decreases as EO increases

Does Family Involvement in Management Reduce the Risk of Business Failure? The Moderating Role of Entrepreneurial Orientation

This study explores the question of whether - and under which circumstances - family involvement helps avoid business failure. We hypothesize that it is family involvement in management, rather than ownership, which reduces the risk of failure during economic downturns; however, this effect is negatively affected by the firm's entrepreneurial orientation (EO). We argue that EO hinders reaching consensuses on and commitment to family-centered goals, which are focused on long-term survival. We analyze 369 manufacturing firms in Spain from 2007 to 2013, and find that family involvement in management reduces the risk of business failure, but this effect decreases as EO increases.The author(s) disclosed receipt of the following financial support for the research, authorship and/or publication of this article: This study has been partially supported by financial aid from the Spanish Ministry of Economy and Competitiveness (Projects ECO2012-36160, ECO2014-58799-R and ECO2015-67296-R) and from the Project S2015/HUM-3417 (cofinanced by the Communtiy of Madrid and European Social Fund)

Life After Succession in the Family Business: Is It Really the End of Problems?

The succession processes in family business are well chronicled in the business literature. Most of the research focuses on the process of transferring power within the business-family. What has not been as closely examined is the after-succession environment that exists when the management and leadership of the family business are passed on to the next generation. This article addresses that organizational climate and the potential for additional problems in the business-family if post-succession issues are not identified and addressed and suggests some steps that will be helpful in producing complete succession success.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Private finance for the delivery of school projects in England

This paper analyses the use of the private finance initiative (PFI) approach to deliver school projects in England. The findings are based on case-study research in the Building Schools for the Future scheme (BSF), the largest single capital investment in SO years to rebuild and renew all of England's secondary schools. Up to half of the school infrastructure is to be procured by PFI contracts. A major concern has been the high cost associated with PFI procurement and any subsequent changes to scope. Furthermore, in some cases PFI-funded schools have been closed soon after completion; at great cost to the public sector. The aim of this research was therefore to understand the underlying reasons for these problems. The main conclusion is that the difficulties in BSF arise from not sorting out strategic issues and instituting appropriate organisational frameworks before engaging the private sector. The result of this is a lack of clarity about the long-term needs and end user aspirations. A brief outline of current programme management methods is given and it is suggested that this might be integral to the successful delivery of schools using private finance. A clear strategic vision that cascades into projects via programmes will ensure that the school infrastructure is appropriate for the anticipated strategic benefits and is aligned to the overall service delivery ambitions

Management\u27s Perspective on Critical Success Factors Affecting Mobile Learning in Higher Education Institutions - An Empirical Study

Mobile learning (m-Learning) is considered to be one of the fastest growing learning platforms. The immense interest in m-Learning is attributed to the incredible rate of growth of mobile technology and its proliferation into every aspect of modern life. Despite this, m-Learning has not experienced a similar adoption rate in the education sector, chiefly higher education. Researchers have attempted to explain this anomaly by conducting several studies in the area. However, mostly the research in m-Learning is examined from the perspective of the students and educators. In this research, it is contended that there is a third important stakeholder group whose opinion is equally important in determining the success of m-Learning: the university management. Although diversified by nature, heads of departments, deans, and information technology system administrators are nevertheless considered members of any university management. The results of the research show that university commitment to m-Learning, university learning practices, and change management practices were the factors critical to the success of m-Learning, from the university management perspective

Pandemic dreams: network analysis of dream content during the COVID-19 lockdown

We used crowdsourcing (CS) to examine how COVID-19 lockdown affects the content of dreams and nightmares. The CS took place on the 6th week of the lockdown. Over the course of one week, 4275 respondents (mean age 43, SD=14 years) assessed their sleep and 811 reported their dream content. Overall, respondents slept substantially more (54.2%) but reported an average increase of awakenings (28.6%) and nightmares (26%) from the pre-pandemic situation. We transcribed the content of the dreams into word lists and performed unsupervised computational network and cluster analysis of word associations, which suggested 33 dream clusters including 20 bad dream clusters, of which 55% were pandemic specific (e.g. Disease Management, Disregard of Distancing, Elderly in Trouble). The dream association networks were more accentuated for those who reported an increase in perceived stress. This CS survey on dream-association networks and pandemic stress introduces novel, collectively shared COVID-19 bad dream contents. </p

Reflections: OD or Not OD that is the Question! A Constructivist's Thoughts on the Changing Nature of Change

The landscape of organization development (OD) has changed significantly over the last several decades. This article provides a broad commentary on these changes. In particular, it offers a critique of 'current OD' in terms of the marginalization of materiality in discourse-based OD techniques and the neglect of problem-centred, diagnostic approaches in favour of solution-driven, emergent approaches. The future of OD is also explored in relation to the scope for meaningful 'bottom-up OD' (i.e. employee-instigated change) and 'outside-in OD' (i.e. involving a range of non-organizational stakeholders). © 2013 Taylor & Francis

The Impact of Timing and Mode of Entry on Successor Development and Successful Succession

Family businesses frequently are disrupted by the process of succession of leadership and ownership. This article focuses on causes of conflict and how to manage success after siblings have entered the business.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Rethinking ‘Organizational Effectiveness’ as a Core Premise of Organization Development: Beyond Narrow Organizational Interests and Towards Wider Soulful Interventions

We contend that the dominant focus within the OD discourse is on organizations and their success (i.e. a preoccupation with ‘organizational effectiveness’) at the expense of wider responsibilities and obligations, and that the framing of ‘organizational health’ is overly narrow and partial (i.e. what is healthy for the organization rather than what is ‘healthy’ at an individual or societal level). We offer some support for our assertion that OD initiatives focus too much on organizational effectiveness and organizational health and we discuss the scope for embracing a wider set of change imperatives. This involves distinguishing between ‘self-ish’ and ‘self-less’ behaviour and drawing a distinction between distributive and generative forms of change activity Finally, we conclude by briefly sketching out how this could take shape in terms of what we have chosen to call ‘soulful interventions’. MAD statement: This opinion piece seeks to Make a Difference (MAD) by challenging the focus on organizational effectiveness and organizational health in organization development (OD) interventions. In doing so, we make a case for utilizing a wider set of change imperatives (e.g. increasing sustainability, enhancing social responsibility, addressing community needs) and set out how this should take shape in terms of a more inclusive and socially-informed bundle of approaches to OD