Family Enterprise in the Asia Pacific

Family Enterprise in the Asia Pacific

Exploring Transgenerational Entrepreneurship in Family Firms

Edited by Kevin Au, Justin B. Craig and K. Ramachandran

This book analyzes the findings reported in the first Asia Pacific summit of the Successful Transgenerational Entrepreneurship Practices (STEP) project. Researchers in Australia, China, and India discussed eleven in-depth case studies to shed light on the challenges that business families and family businesses faced in continuing and extending their entrepreneurial capabilities across multiple generations.

Chapter 10: Twin Brothers in Arms Learn the Family Business

Mervyn Morris

Subjects: asian studies, asian business, business and management, asia business, entrepreneurship, family business, international business


Justin Craig, Wayne Irava and Ken Moores INTRODUCTION In this case, Moores and Barrett’s (2002) family business learning and life cycle framework has been used as the foundation, along with entrepreneurial orientation (EO) (Lumpkin and Dess 1996; Miller 1983) and the resource-based view of the firm (RBV) (Mahoney and Pandian 1992; Peteraf 1993; Wernerfelt 1984), for a review of an intriguing Australian second generation migrant family business. In their book, Learning Family Business: Paradoxes and Pathways, Moores and Barrett present the findings of their research into how owners of successful family businesses learn to manage various transition phases in their businesses and in their lives. The two are closely entwined. Using a combination of qualitative and quantitative techniques, Moores and Barrett reveal how owners of a broad spectrum of family-owned businesses in Australia learn business, learn how to run their business, learn how to lead their business, and finally, how they learn to let go of their business. They use the organizational life cycle model to frame their discussion. The organizational life cycle framework is appropriate for understanding the uncertainties in the business environment and how organizations cope with them, because, as theorists and practitioners alike have found, there are no universal principles that will guarantee the survival and success of a firm. Moores and Barrett (2002) use this framework to argue that changes follow a predictable set of developmental stages. These stages occur as a hierarchical progression that is not easily reversed and involve a broad range of organizational...

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