Рольова ідентифікація засновника сімейного бізнесу
Ескіз недоступний
Дата
2018
Автори
Назва журналу
Номер ISSN
Назва тому
Видавець
Київ: КНУ імені Тараса Шевченка
Анотація
The article considers the role and place of the family business as an effective form of entrepreneurship in
the global economy. Identify and analyze the main roles of the founder of the family business in a market
economy with the prospects of using the results of research in the Ukrainian business environment. It is
determined that the founder of a family company can simultaneously play several strategic roles in the
development of the family and business: solely the owner; owner / manager of the highest level; owner /
member of the family; owner / family member / top-level manager; owner / member of the board of
directors; owner / member of the family / member of the board of directors; owner / member of the family
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/ member of the board of directors / top management. The main positive and negative components of the
entrepreneur-owner's activity are summarized.
Identifying the roles of the founder of family business indicates that the main ones are: owner, manager
and family member. Founders-managers usually have intuitive, emotional, personal and charismatic
management style, while professional managers are characterized by a more analytical and rational
decision-making approach and demonstrate a more impersonal management style. In addition, founders
are more likely to risk and pursue non-economic goals than professional managers who tend to be more
cautious and in need of support because they do not have proprietary authority.
It is also possible to distinguish five key competencies of the necessary founder of family business in
two main components of the dichotomy: financial competence; competence in human resources
management; business management competencies that all belong to managerial skills plus innovative
competencies and competencies in the marketing field, which belong to the category of entrepreneurial
competencies.
Role identification seems to be a major issue for first-generation business people. From their point of
view, the original model of the three-circle that represents the family, property and management to which
they belong, and if they do not become members of this system in the future, they will not feel selfsufficient
and may not know, how to behave in such a transformation of the role, seeking balance. It is
usually recommended that such family members find a replacement for their activities, for example,
becoming counselors to handle role change, and for some family members, these new challenges can be
found in the family dimension. Thus, the effectiveness of the functioning of a family business will depend
on how the role regulation will take place. Prospects for further research: Relational rationality of the stage
Controlling owner; the effect of synergy between the current and future activities of family firms; the impact
of successions on the continuity of family business; the dichotomy of the competencies of the founder of the
family company.
Опис
Стаття у зб. наукових праць «Теоретичні та прикладні питання економіки» засновано Київським національним університетом імені Тараса Шевченка
Ключові слова
family business, founder of family business, owner of family business, identification of the roles of the founder of family business