Challenges and opportunities
著者
書誌事項
Challenges and opportunities
(Palgrave Macmillan Asian business series, . Family business in China / Ling Chen,
Palgrave Macmillan, c2021
大学図書館所蔵 全2件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
Unlike other economies, family businesses in China are greatly affected by the derived Confucian culture, excessive marketization, as well as the seemingly endless institutional supervision by a transitional Chinese government. China has a strong historical legacy, devoted to patriarchal values and strong family-centered traditions.
This volume discusses the current status, upcoming challenges, and future prospects for family businesses in China. It explores unique organizational characteristics that are associated with Chinese family firms, such as being entrepreneurial, having concentrated power in the hands of the family business owners, and extensive family and semi-family involvement in the business. It also discusses shared features of strategic actions among Chinese family firms that include technology innovations, diversification, and internationalization, as well as the political connections that Chinese family firms often have. This book offers researchers a comprehensive overview of small family firms that are likely to be home-based microenterprises as well as large publicly traded business groups that are frequently owned by business families.
目次
- Chapter 1. Introduction Part 1. Family business in China: Present status [Chapter 2-3] Chapter 2. Status and characteristics of a Chinese family business 2.1 Overview2.2 Size, region, and industry 2.3 Organizational characteristics 2.4 Technology innovation, diversification, and internationalization2.5 Political connections 2.6 Public Impressions Chapter 3. Economic influences of a Chinese family business 3.1 Economic contribution 3.2 Social contribution of a family business Part 1 focuses on the current status of a family business in contemporary China. Three chapters are included in this part. First, the basic status and features of a family business in China will be discussed (Chapter 2). Here, we follow Chua and colleagues (1999) in defining a family business by a family's involvement in a firm, which allows it to pursue family-centered goals and to utilize family-based resources in its strategic initiatives. This part initially elaborates on the prevalence of Chinese family businesses, the characteristics and distribution of the "average" family business in China, as well as sizes, industries, regions, and organization of life stages. Note that we intend to focus on both small family firms that are likely to be home-based microenterprises and on large publicly-traded business groups that are frequently owned by business families. Also discussed are unique organizational characteristics that are associated with Chinese family firms, such as being entrepreneurial, having concentrated power in the hands of the family business owners, and extensive family and semi-family involvement in the business. Furthermore, we explain shared features of strategic actions among Chinese family firms that include technology innovations, diversification, and internationalization, as well as the political connections that Chinese family firms often have. Finally, we discuss the public's impressions of family businesses and business families, and the reasons behind positive and negative public images. The second part focuses on the economic and social contributions by family businesses in China (Chapter 3). Here, we explain the contributions of a family business to the national economy, tax payments, employment, and growth in various industries. Also discussed are the "social" contributions provided by Chinese family firms (technology innovations, friendliness to the environment, financial donations, etc.). Part 2. Challenges of the family and family business in China [Chapter 4-6]Chapter 4. Family and family business in China's modernization 4.1 Modernization of the Chinese family 4.2 Modernization of Chinese family businesses 4.3 Characteristics of Chinese family businesses? Chapter 5. Growth and succession 5.1 "Shirtsleeves-to-shirtsleeves" in three generations of a century-old business 5.2 "Pass-to -heir" or "Pass-to-capable" 5.3 Implementing a succession plan: What and how 5.4 Succession in a Chinese family business: Insights and recommendations Chapter 6. Strategic management of a Chinese family business Chapter 7. Governance structure of a Chinese family business 6.1 Governance in business 6.2 Governance in family The three chapters in Part 2 focus on the unique challenges faced by a Chinese family business and on those confronting a business family. First, we explain the challenges stemming from the modernization of the family and the modernization of family businesses (Chapter 4). Special attention is given to certain challenges that are unique in the Chinese context, including the "one-child" policy and family business succession
- the rise of feminism and involvement of females in Chinese family businesses
- changes in personal briefs and social values
- and changes in family functions, family structure, and family relations in China. The second part explains the unique challenges of succession in Chinese family businesses (Chapter 5). The discussion initially addresses the myths and secrets of being a "century-old" family business, and the lessons learned from avoiding "shirtsleeves-to-shirtsleeves" in three generations. Then, we explain the dilemma of choosing between "pass-to-heir" and "pass-to-capable" in the succession of individuals in a Chinese family business. Also discussed is the implementation of a succession plan in terms of "dos and don'ts" and how family business practitioners should carry out the succession plan. The third part will draw attention to the governance of a family business as well as the governance of the family system in China (Chapter 6). Part 3. Future of the family business in China [Chapter 7-9]Chapter 7. The family system in China: An outlook 7.1 Economic versus emotional function 7.2 Continuity of the family systemChapter 8. Evolution of a Chinese family business Chapter 9. Privileged or entrepreneurial? Part 3 focuses on the future prospects of family businesses in China. Here, it starts with an estimate of the future prospects of the family system there (Chapter 7). In particular, attention is placed on the diminishing economic functions and the increasingly-important emotional functions behind the family system. In addition, there is discussion about the relevant social and demographic trends in China's urbanization and modernization that will, or will not, continue in terms of their influences on the family system in China (Chapter 8). Then, the future prospect of family business as a special form of organization in China is addressed, with emphasis on whether business families might create a privileged social class, or whether those families can remain entrepreneurial, even among second- or later-generation family members (Chapter 9). Chapter 10. Conclusion Conclusive remarks are included in this chapter with information concerning the monograph's theoretical and practical contributions and limitations, plus future research recommendations.
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