Successional Issues in Asian Family Firms by Shaheena Janjuha-Jivraj
By Shaheena Janjuha-Jivraj
This booklet takes a global standpoint of interpreting South Asian relatives companies experiencing inter-generational succession around the uk, Kenya and the U.S. The e-book specializes in how kinfolk negotiate their operating practices in the context of hugely emotional family members agencies, offering info amassed from either generations of relations.
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Extra resources for Successional Issues in Asian Family Firms
The cases from Kenya had already survived the experience of transition from the first to the second generation. The issues that emerged from these cases presented a combination of problems, some of which were common to any business experiencing transition regardless of their stage on the business life cycle, whilst others were more applicable to mature businesses. The main areas identified and discussed in this section are: choosing successors and the entry of the younger generation – with a particular focus on daughters, managing business growth, resolving disputes and the role of non-family staff, their involvement and relationship with younger family members.
The more developed businesses were able to take advantage of this management structure by dividing up areas each headed by a family member working independently but in synchronisation with the other divisions. The entry of the younger generation, however, inevitably created rivalries through insecurities. e. younger cousins) would be compromised as the older cousins would be well settled in the business. This tension often manifested itself in aggressive behaviour towards his siblings involved in the business and the younger generation.
I left because I felt maybe my perspective was wrong, but within a couple of months the organisation had changed completely and it was easier to rejoin. The concept of what the family wants from the business must be first and foremost at all times. I think the General Manager saw me as a threat and resented me because I was the son and so he treated me badly. Across the cases there were small but important examples of how family members in senior position tried to reduce the gulf between themselves and non-family employees across all levels.