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International Handbook of Entrepreneurship and HRM

International Handbook of Entrepreneurship and HRM

Elgar original reference

Edited by Rowena Barrett and Susan Mayson

This invaluable reference tool has been designed in response to the growing recognition that too little is known about the intersection between entrepreneurship and human resource management. Paying particular attention to the ‘people’ side of venture emergence and development, it offers unique insights into the role that human resource management (HRM) plays in small and entrepreneurial firms.

Chapter 13: Barriers to Growth in Family-Owned Smaller Businesses

Richard Harris and Renee Reid

Subjects: business and management, entrepreneurship, human resource management


Richard Harris and Renee Reid Introduction The literature on family-owned businesses (FoBs) has struggled to define what distinguishes such firms from others. Early researchers concentrated on the coincidence of shareholder (ownership), governance and management roles and particularly the problems surrounding intergenerational succession, while there has long been recognition of the intrinsic fragility of FoBs arising from the potential conflict between family and business goals. For many the focus is on trans-generational value creation which, as Chrisman et al. point out ‘captures multiple goals and a purpose that transcends profitability, better than wealth creation that really represents the means rather than the ends of family enterprise’ (2003: p. 468). Definitions of FoBs have focused on their ‘intention’ (Litz, 1995), ‘vision’ (Shanker and Astrachan, 1996) or ‘behaviour’ (Chua et al., 1999). Chrisman et al. (2003) argue that FoBs consist of: (i) the intention to maintain family control; (ii) family involvement that leads to a unique, inseparable and synergistic set of resources and capabilities; and (iii) the planning and execution of family succession issues. Unfortunately researchers often do not have access to the requisite information to make such distinctions and thus tend to operate using a more pragmatic approach (Daily and Dollinger, 1993). In this study we are constrained by the question asked in the 2004 Workplace Employment Relations Survey (WERS) about ownership and FoBs are defined as those firms where 50 per cent or more of the business is owned by one person or a family (Kersley...

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