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dc.contributor.authorKontinen, Tanja
dc.date.accessioned2014-08-21T10:17:58Z
dc.date.available2014-08-21T10:17:58Z
dc.date.issued2014
dc.identifier.citationKontinen, T. (2014). Biohit: A Global, Family-Owned Company Embarking on a New Phase. <i>Entrepreneurship Theory and Practice</i>, <i>38</i>(1), 185-203. <a href="https://doi.org/10.1111/j.1540-6520.2011.00488.x" target="_blank">https://doi.org/10.1111/j.1540-6520.2011.00488.x</a>
dc.identifier.otherCONVID_23627095
dc.identifier.otherTUTKAID_61549
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/44068
dc.description.abstractThis case concerns Biohit, a family-owned biotechnology company established in Finland in 1988, selling liquid handling and diagnostics products in the global market. The case also describes the entrepreneurial career of Biohit’s CEO Osmo Suovaniemi, since the company is mainly based on the know-how that Osmo gained as ownermanager of his two earlier companies, Labsystems and Eflab, during the 1970s and 1980s. Hence, this case describes the prior and initial phases of Biohit, examining also its commitment to innovation and its management practices. The case ends with the situation as of March 2010, and includes the reflections of Biohit’s managers on the future of the company. At this point, Osmo was intending to hand over his executive position to someone from outside the family, on the grounds that none of his three sons was able or willing to take up the position. However, he planned to continue as owner, inventor, and full-time board member of Biohit. The managers of Biohit had high hopes of making a breakthrough with diagnostics products that had been under intensive development over a long period.fi
dc.language.isoeng
dc.publisherWiley-Blackwell; United States Association for Small Business and Entrepreneurship
dc.relation.ispartofseriesEntrepreneurship Theory and Practice
dc.subject.otherBiohit
dc.subject.otherfamily business
dc.subject.othermanagement
dc.titleBiohit: A Global, Family-Owned Company Embarking on a New Phase
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201407192243
dc.contributor.laitosKauppakorkeakoulufi
dc.contributor.laitosSchool of Business and Economicsen
dc.contributor.oppiaineBasic or discovery scholarshipfi
dc.contributor.oppiaineStrategia ja yrittäjyysfi
dc.contributor.oppiaineBasic or discovery scholarshipen
dc.contributor.oppiaineStrategy and Entrepreneurshipen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.date.updated2014-07-19T03:30:03Z
jyx.noteArticle first published online: 21 OCT 2011
dc.type.coarhttp://purl.org/coar/resource_type/c_2df8fbb1
dc.description.reviewstatuspeerReviewed
dc.format.pagerange185-203
dc.relation.issn1042-2587
dc.relation.numberinseries1
dc.relation.volume38
dc.type.versionacceptedVersion
dc.rights.copyright© 2011 Baylor University. This is a final draft version of an article whose final and definitive form has been published by Wiley-Blackwell.
dc.rights.accesslevelopenAccessfi
dc.subject.ysoperheyritykset
dc.subject.ysojohtaminen
jyx.subject.urihttp://www.yso.fi/onto/yso/p20094
jyx.subject.urihttp://www.yso.fi/onto/yso/p554
dc.relation.doi10.1111/j.1540-6520.2011.00488.x
dc.type.okmA1


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