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dc.contributor.advisorJuha Kansikas
dc.contributor.authorGuo, Xin
dc.date.accessioned2014-12-18T11:59:44Z
dc.date.available2014-12-18T11:59:44Z
dc.date.issued2014
dc.identifier.otheroai:jykdok.linneanet.fi:1464736
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/44962
dc.description.abstract85% of new family businesses failed during the first five year business running and only 30% of the rest survivals can transfer to the second generation of the business founders. In order to overcome the potential threat for family businesses, many owners of family business tried to employ nonfamily executives. Although a couple of reasons motivate those owners to employ nonfamily executives, there are also a number of constraints that prevent the decision. This situation becomes more complex within Chinese family business context, which is greatly influenced by Chinese culture, social norms, and other environmental factors. Thus, this study tries to explore the influential factors on Chinese family businesses employing nonfamily executives. The research conceptual framework is built based on previous studies. Three driving factors, including solving managerial and financing problems, lack of successor, and avoid internal conflict and make organisational change, are used to test the driving factors on Chinese family businesses. And six constraints, including high cost, conflict, internal resistance, incomplete labour market, poor capability, and low trust, are used to test the constraints of Chinese family businesses. In order to reach the research objectives, this study uses telephone interview to collect data from 16 respondents. 12 respondents are owner manager or shareholders of Chinese family businesses and 4 respondents are nonfamily managers. After qualitative data analysis of collected information from telephone interview, solving managerial and financing problems and lack of successor are identified as main driving factors, while high related cost, low efficient labor market, lack of trust, and few qualified nonfamily candidate are considered by interviewees as main constraint factors that hesitate Chinese family firms to employ nonfamily executives. Among those factors, solving managerial and financing problem are considered as the most important driving factor while lack of trust are considered as the most important constraints. This study also finds some hidden influential factors such as size and complexity of family firm and type of family business. But those factors need further study to testify.en
dc.format.extent1 verkkoaineisto (56 sivua)
dc.format.mimetypeapplication/pdf
dc.language.isoeng
dc.rightsJulkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty.fi
dc.rightsThis publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.en
dc.subject.otherfamily business
dc.subject.othernonfamily executive
dc.subject.otherdriving factor
dc.subject.otherconstraint
dc.subject.othermanagement professionalism
dc.subject.othercorporate governance
dc.titleStudy of non-family executives in Chinese family firms
dc.identifier.urnURN:NBN:fi:jyu-201412183549
dc.type.ontasotPro gradu -tutkielmafi
dc.type.ontasotMaster’s thesisen
dc.contributor.tiedekuntaKauppakorkeakoulufi
dc.contributor.tiedekuntaSchool of Business and Economicsen
dc.contributor.laitosTaloustieteetfi
dc.contributor.laitosBusiness and Economicsen
dc.contributor.yliopistoUniversity of Jyväskyläen
dc.contributor.yliopistoJyväskylän yliopistofi
dc.contributor.oppiaineYrittäjyysfi
dc.contributor.oppiaineEntrepreneurshipen
dc.date.updated2014-12-18T11:59:44Z
dc.type.publicationmasterThesis
dc.contributor.oppiainekoodi20422
dc.subject.ysoperheyritykset
dc.subject.ysohallinnointi
dc.subject.ysoKiina
dc.format.contentfulltext
dc.type.okmG2


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